Department of Police and Justice 2013–14 Annual Report Annual Report 2013–14

Office of the Secretary Justice Precinct Offices Locked Bag 5111 PARRAMATTA NSW 2124 www.justice.nsw.gov.au

The Hon. Brad Hazzard MP Attorney General and Minister for Justice 52 Martin Place SYDNEY NSW 2000

31 October 2014

Dear Attorney

I am pleased to present the Annual Report 2013–14. The report and the accompanying financial statements have been prepared in accordance with the Annual Reports (Departments) Act 1985 and the Public Finance and Audit Act 1983. Following the tabling of the report in Parliament, it will be available for public access on the Justice website at www.justice.nsw.gov.au. I commend the report to you. Yours faithfully

Andrew Cappie-Wood Secretary

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Table of Contents

About the Department 4 Secretary’s foreword 6 Highlights 2013–14 9 Corporate governance 15 Leadership team 17 Chapter 1 Effective and efficient crime prevention 20 Chapter 2 Diversionary programs without compromising community safety 25 Chapter 3 Effective and efficient interventions and programs addressing risk factors for re‑offending 31 Chapter 4 Effective management and supervision of offenders in the community 62 Chapter 5 Safe, secure and humane management of offenders in custody 73 Chapter 6 High quality client services 92 Chapter 7 Accessible, high quality information and community education 98 Chapter 8 Timely and effective resolution of disputes, civil and criminal matters 103 Chapter 9 Law reform and evidence‑based justice policy and research 108 Chapter 10 Business-focused corporate services via Centres of Excellence 113 Chapter 11 Support for vulnerable participants in the justice system 117 Chapter 12 Representation and management of life matters for individuals 122 Chapter 13 Promotion and protection of rights 126 Financial statements 131 Appendixes 215 Index 339

3 About the Our vision Department A just and safe society. Our purpose

The Department of Police and Justice1 provides an effective justice system by delivering programs and services which contribute to building safe communities and the protection of rights.

Our role

The Department of Police and Justice delivers legal, court and supervision services to the people of NSW by managing courts and justice services, implementing programs to reduce crime and re offending, managing custodial and community-based correctional centres and programs, protecting rights and advising on law reform and legal matters. The Department delivers a diverse range of essential services and support to the people of NSW wherever and whenever their lives come in contact with the state’s criminal or civil justice system.

1 At the end of the reporting period the Department was known as the Department of Police and Justice. It is now the Department of Justice.

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Within the NSW justice system, the Department’s role includes responsibilities to: Our environment • advise the government on law, justice and The Department of Police and Justice is legal reforms the Principal Department for the Police and Justice Cluster.2 The Cluster is made • administer courts, tribunals and community up of 12 agencies working collaboratively justice centres to achieve effective and efficient operation of the justice system and emergency • implement effective intervention and services in NSW and to progress the State diversionary programs to reduce Plan NSW 2021. re‑offending risks, prevent crime and divert, support and rehabilitate young and These agencies are: adult offenders

• deliver offence-specific programs particularly • Department of Police and Justice in relation to violent and sexual offences • Fire and Rescue NSW

• supervise and monitor adult offenders • Information and Privacy Commission

• provide secure, safe and humane • The Judicial Commission of NSW management of juvenile detainees and adult inmates • Legal Aid NSW

• supervise young people in custody, on bail • Ministry for Police and Emergency Services or sentenced to community based orders NSW Crime Commission

• provide legal, professional and • NSW Police Force regulatory services • NSW State Emergency Service • provide support services for victims of crime including counselling, compensation and • Office of the Director of Public Prosecutions court support • NSW Rural Fire Service • record life events • Crown Solicitor’s Office • provide responsive services to vulnerable (from 24 February 2014) members of the community requiring life management and decision-making support.

2 At the end of the reporting period, the Cluster was known as the Police and Justice Cluster. It is now the Justice Cluster.

5 It is with pleasure that I introduce the annual Secretary’s foreword report of the Department of Police and Justice for the 2013–14 financial year, and my first report as Secretary of the Department. It should be noted that in the period covered by this report the Department was known as ‘Police and Justice’. Since July 2014, we are known as the Department of Justice. In a year that has seen many changes in the Department, I have been impressed by the commitment of our staff to deliver on the goals outlined in our Strategic Framework that guides our efforts for a just and safe society. We have been able to deliver real improvements in our services to the community, in our management of offenders and detainees and in the program of reforms we are undertaking to improve the way we manage our organisation. The Department’s Strategic Framework 2012– 2014 sets out how our Department will deliver on the NSW 2021 Plan goals for which our Department has responsibility and can be found on page 9 of this report. Many of our initiatives focus on improving client services. We made significant progress in this area with the successful consolidation of more than 20 of the state’s tribunals into the NSW Civil and Administrative Tribunal. During the transition, each tribunal continued a seamless service to their clients while also contributing to the necessary work towards standardising structures and procedures. The public of NSW now has access to a one-stop-shop service for tribunal matters available at up to 70 locations across the state. In its first year of operation, the new Victims Support Scheme has changed the experience of victims of crime in NSW for the better. Previously, the process of supporting victims was complex and slow, victims had to pay their own expenses and may have waited up to three years for a decision on reimbursement. The new person-centred approach is designed to provide immediate access to support and financial assistance with support coordinators helping victims to clarify their needs, apply for support and negotiate the complex human services and justice systems. This change ensures victims receive support at the time when they most need it rather than many months or even years past their traumatic life event. On the basis of

6 Annual Report 2013–14 this work, the Victims Services team has, most inmates learning construction trades to erect the recently, been chosen as a finalist in the 2014 new building, all resulting in a high functioning and NSW Premier’s Awards. secure education facility. In our partnership with communities, Graffiti Innovations in technology are increasingly Removal Day continues to improve its popularity. transforming information access. In the area of crime Last October, the Day attracted volunteers to research, the Department’s crime mapping tool, the over 200 sites across the state with numbers first of its kind in the country, turns large amounts of volunteers increasing by 84 per cent over of detailed statistics, into a highly visual and easily the previous year and increasing the area of accessible reference for anyone interested crime graffiti removal by 184 per cent. At the time of statistics by region. As well as developing this new this report, the 2014 Graffiti Removal Day is tool, the Bureau of Crime Statistics and Research also being held with greater numbers than ever maintained its high work rate with 18 research registered to participate and help deal with this reports issued this year. issue in local communities. Information communication technology has also A new and vital addition to our work in custodial enabled the delivery, this year, of a new online Services, this year, has been the establishment and registration tool ‘LifeLink’ for NSW Registry appointment of the Inspector of Custodial Services. of Births, Deaths and Marriages which makes it The first report from this new Office, enlightened possible for the community to access this service us with a deeper understanding of the immense anywhere anytime. Similarly, we launched a new responsibilities that correctional services officers online Jury Management system which makes face each day, and night, in providing a high level participating in jury services simpler with real-time of care to a fragile and volatile prison population. updates on participating in the process of jury selection and attending court. In both Juvenile Justice and Corrective Services, the year has seen structural change and process In 2013–14, going to court in NSW, for many, review in community corrections aimed at was easier. As the Department’s capital works improving delivery of services. In Juvenile Justice, program continues, people across the state the Joint Support Program has replaced the from Penrith to Armidale and Coffs Harbour, Community Funding Program. The new program are experiencing a modern amenity importantly has three-year funding contracts ensuring a delivering high standards of access for people longer engagement for casework collaboration with different capabilities and capacities. In the and to work on issues facing young people case of court processes, in more and more areas struggling to find a place to live, a job or dealing of litigation, getting your forms completed and with family problems at home. Corrective Services lodged can be done online at home or the office has introduced an enhanced model for offenders with our Online Registry services. More time and in the community incorporating a mixed-model of expense is saved with audiovisual links between transitional support for parolees, which focuses courts and other facilities with video tools on housing as a first step in a pathway away becoming routine in many justice processes. from re-offending. Our free legal advice service, LawAccess has Within the custodial environment, a great success also had an outstanding year providing free legal is evident in the setting up of Intensive Learning information to the community. The service – Centres within correctional facilities. These which is particularly focused on helping those in centres provide inmates who have low levels of rural and isolated areas, indigenous people and literacy and numeracy, an opportunity to learn in those from culturally and linguistically diverse a supportive environment and so improve their background – has received overwhelmingly capacity to find a new kind of life in mainstream positive feedback with over 95 per cent of users community. The opening of the latest purpose- reporting they are highly satisfied with the service. built Intensive Learning Centre in Kempsey, in This year, client numbers rose by almost five 2014, was the culmination of a remarkable project per cent to over 200,000 contacts. Making our that provided 360 degree learning opportunities advice and services more accessible has also with designers from the Designing Out Crime been achieved through our social media channels Centre learning from staff and inmates and including the Justice NSW YouTube channel

7 Annual Report 2013–14 where the community can access educative These changes affect every staff member and videos on court processes and how to use the represent a significant departure from current NSW justice system. practice. Full implementation will take some years and will result in a modern and more effective The Department continues to invest in programs public sector workforce. engaging with people from diverse cultures to ensure equitable access to the justice system. I Last, and far from least, my congratulations to congratulate all our staff involved in their efforts our justice policy area for a tremendous effort in community engagement, some of whom, this across a demanding year. As a Department, year, were recognised with an inaugural award we are responsible for around one quarter of for Best Practice by the NSW Council for Pacific all public laws. Among a packed schedule Communities. Young people from Pacific Islander of law reform initiatives is the legislative work backgrounds are currently the largest multicultural completed to achieve the creation of the group managed by Juvenile Justice and the NSW Civil and Administrative Tribunal and Department is actively engaged in changing collaborative work delivering intrastate uniform this outcome. legal profession legislation. Taking up the challenge of contemporary cultural Many of our initiatives will continue into the next issues, Corrective Services engaged with leaders financial year. Information and communications and members of the Muslim community to technology in particular, will play a large role. improve the way our services are provided in Investment in new communications technology this community. This includes recognising the will see an update our digital infrastructure to needs of offenders around the fasting month of improve delivery of online services to the public as Ramadan and the requirements of prayer, as well well as providing major assistance internally to our as to find ways to address issues of radicalisation efforts towards streamlining and standardising and post-release support for Muslim offenders. corporate service delivery. We will also be focusing on programs of work which continue The Department continues to implement and to improve our criminal and civil justice systems. develop strategies and programs to assist and This will involve leading collaboration, across support Aboriginal and Torres Strait Islander government to improve procedures, review individuals and communities in contact with legislation and implement reforms which will the justice system. During the year, a new deliver even better justice systems. These will strategy developed by Corrective Services be clearer, more relevant and useful in serving explicitly recognises systemic disadvantage and protecting the community. I look forward and uses evidence from years of experience to leading the Executive Team into the next to put education, employment and attitudinal reporting year and to continuing our work in change at the centre of interventions aimed at the internal and external reforms necessary to reducing re‑offending as well as increasing the build and maintain a safe and just society for the accountability of funded organisations charged NSW community. with delivering services. Since joining the Department in December 2013, I have keenly supported our continuing work on essential consolidation and reform of our organisational structures and corporate services to improve support to our frontline delivery of justice services. This work now incorporates the major changes to our management of human Andrew Cappie-Wood resources as a result of the commencement Secretary of the Public Sector Employment Act 2013. October 2014

8 The Department supports the NSW 2021 Plan through its strategic goals. Highlights 2013–14

• Building safe communities. Significant achievements • Strengthening community crime prevention relevant to the partnerships. Department’s Strategic • An accessible and effective justice system. Framework

• An innovative organisation that provides high quality services responsive to community needs.

• Protection of rights and promoting responsibility in the community.

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NSW 2021 goals: • Prevent and reduce the level of re-offending. • Increase opportunities for people to look after their own neighbourhoods and environments.

Department goals: • Building safe communities. • Strengthening community crime prevention partnerships.

Strategic direction Achievements 1. Effective and efficient crime • 223 young people referred to Youth on Track program to discourage young prevention people from becoming entrenched in criminal behaviours. • Life on Track program established for adult defendants to address their criminogenic behaviours in order to reduce re‑offending. • Volunteer participation in Graffiti Removal Day increased by 84 per cent on the previous year with an increase of 184 per cent in graffiti removed. • Launch of the Safe Design Home in North West Sydney demonstrating best practice safe design for residential dwellings. • Funding of more than $440,000 to 11 local councils in the Safer Community Compacts Grants program for crime prevention projects.

2. Diversionary programs • The Bail Assistance Line assisted 23 young people to meet bail without compromising conditions with housing, transport and/or case support. public safety • Referral plans were completed for over 800 Aboriginal people with driving licence offences to address underlying issues leading to their offences in the first 12 months of operation of the new project. • Forum Sentencing commenced transition to a centralised operating model in Parramatta with a focus on victim satisfaction and engagement and wider eligibility criteria. 3. Effective and efficient • Continuation of downward trend of re-offending for adult interventions and programs offenders released from custody – on track to achieve, addressing risk factors for or exceed, the NSW 2021 planned target of reducing re-offending re‑offending by five per cent by 2016. • 99 per cent completion rate by adult sex offenders who participated in the custody-based intensive treatment program. • Commencement of Bundian Way Project connecting Aboriginal inmates with culture and community along an historic walking route from Kosciuszko to the coast.

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Strategic direction Achievements • Design and construction of a secure learning space for inmates at Mid North Coast Correctional Centre demonstrating exceptional cooperation between Corrective Services staff and the Designing Out Crime Centre. • Completed Work and Development Orders by adult and young offenders resulting in repayment of fines worth almost $2 million.

• 67 per cent completion rate, an increase of four per cent from 2012–13, in adult offenders completing the Violent Offenders Therapeutic Aggression and Violence Programs. • Expansion of the Intensive Drug and Alcohol Treatment Program to female offenders. • Led the development of the NSW Strategy to Reduce Re‑offending. • Launch of three strategies in Corrective Services including: Recognising gender difference – a strategy for program and service provision to women offenders, Family Matters – a Strategy for Service and Program Provision to Children and Families of Offenders, and the Strategy for Supporting Aboriginal Offenders to Desist from Re-offending. • Nine graduates from the Self-Regulation Program for sexual offenders with cognitive impairment – a program unique to NSW.

4. Effective management and • Implementation of a new risk-based Community Corrections supervision of offenders in service model which adopts a new standardised approach to the community the management and supervision of offenders. • Introduction of the Joint Support Program (replacing the Community Funding Program) for young offenders allowing three‑year funding and stronger collaboration with funded organisations. • Launch of the Funded Partnership Initiative to provide transitional and post-release support services to adult offenders. • Met targets for commitments under the National Partnership Agreement on Homelessness including targeted housing and support for women, sustaining tenancies in the Far West and improving outcomes for people exiting custody.

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Strategic direction Achievements 5. Safe, secure and humane • Successful response to and management of unprecedented management of offenders growth in inmate numbers. in custody • Assaults at correction centres by prisoners on officers and prisoners on prisoners maintained at below the national average. • Nil Aboriginal deaths from unnatural causes in custody. • Costs of custody services per inmate per day maintained at well below national average and decreased from 2012–13. • The hosting, by Corrective Services, of a community engagement forum with Muslim leaders to improve faith-based services and address issues of radicalisation and post-release support for Muslim offenders. • Continuation of the Service Partnership Agreement for the Visitor Information Volunteer Scheme after a successful year of operation. • A NSW Premier’s Award to Frank Baxter Juvenile Justice Centre for implementation of the NSW Police Force Puppy Raising Program.

NSW 2021 goals: • Improve community confidence in the justice system. Department goals: • An accessible and effective justice system. • An innovative organisation that provides high quality services responsive to community needs. • Protection of rights and promoting responsibility in the community.

Strategic direction Achievements 6. High quality client services • Implementation of the Civil and Administrative Tribunal Act 2013 consolidating a large number of tribunals into one to provide easier access to tribunal services. • An inaugural award for Best Practice Community Engagement from the NSW Council for Pacific Communities. • Launch of the interactive Online Registry with over 50 per cent of forms lodged online for the Supreme, District and Local Courts. • A new state-of-the-art Jury Management System with significant improvements in processes for staff and clients including self- service functions, mobile access and electronic notifications. • Launch of the online NSW Crime Tool providing public access to the most recent crime statistics through an easy to use, geospatial interface.

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Strategic direction Achievements • Publication of a new edition of the Justice of the Peace handbook. • Continued delivery of major works including new courthouses at Coffs Harbour and Armidale, the construction of the Newcastle Justice Precinct and renovations of existing courthouses across the State. 7. Accessible, high quality • An increase of almost five per cent inLawAccess customers to information and community a total of over 200,000 people seeking free legal information with education over 95 per cent reporting high satisfaction with the service. • A 50 per cent increase, from 2012–13, in education events raising awareness of services provided by the Victims Services unit. • Response to a range of requests for access to information including more than 688 formal applications under the Government Information (Public Access) Act 2009, an increase of 5.85 per cent from 2012–13 and 1,518 subpoenas. 8. Timely and effective • Continued leadership by NSW courts in national key resolution of disputes, productivity measures: civil and criminal matters -- NSW Local Courts have been the most efficient in the nation for the sixth year running -- NSW Local Courts and Children’s Courts had the lowest backlog for criminal and civil matters in Australia -- District Court recorded the second lowest backlog for civil and criminal cases older than 12 months -- The Coroner’s Court remained the best performing coronial jurisdiction in Australia -- The NSW Supreme Court increased its overall clearance rate and recorded a rate of 131 per cent – the second highest in the nation. • At 30 June 2014, 95.7 per cent of pending criminal matters were less than six months old, achieving well above the State Plan target of 90 per cent. • The Joined Up Justice Police Project delivered near real time electronic exchange of data between courts, the NSW Police Force, Corrective Services NSW and NSW Juvenile Justice including use of electronic signatures for arrest warrants and Apprehended Violence Orders.

9. Law reform, and evidence • Delivery of 18 research reports with four reports focused based justice policy and on re‑offending. research • Enactment of legislation to support the Uniform Legal Profession Framework, regulating the legal profession in NSW, Victoria and other states covering 70 per cent of the legal profession in Australia. • Commencement of the Bail Act 2013.

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Strategic direction Achievements 10. Business-focused • Establishment of the Corporate Services Transformation Program. corporate services via • Preparation of the Department’s Total Asset Management Plan Centres of Excellence submission, instrumental in nearly $182 million of new major capital funding. • Implementation of a purchasing card system in line with the whole-of-government transition to electronic expense management. • Commencement of implementation of the sector-wide Government Sector Employment Act 2013 with programs meeting all deadlines for changes in employment and staff management. • Delivery of a range of communications technology projects including Joined Up Justice, enhancements to court audio-visual systems and completion of the Justice Infrastructure Renewal Program. • Achievement of a Level 2B Accreditation allowing the Department to conduct procurement activities up to a value of $20 million. 11. Support for vulnerable • Implementation of the Domestic Violence Justice Strategy participants in the including legislative amendments on Apprehended Domestic justice system Violence Orders and information sharing between agencies. • Implementation of the Victims Support Scheme with over 10,000 lodgements of claim and an increase of 14 per cent in approved counselling hours from 2012–13. • Development of a new resource to support friends and families of missing persons based on the experiences of those affected. • Development of a mobile application which makes the online video series Justice Journey more accessible. These videos provide guidance for victims of crime in the legal system. 12. Representation and • Deployment of the LifeLink computer system to all locations management of life managed by the Registry of Births, Deaths and Marriages. matters for individuals • Deployment of the full suite of Registry of Births, Deaths and Marriages transactions into 18 Service NSW centres. • Commencement of off-site marriage ceremonies, including at seven Sydney Living Museums, through a partnership of the Registry of Births, Deaths and Marriages and other government agencies. • Increased activities in the NSW Trustee and Guardian authority around increasing uptake of pre-planning instruments for an ageing population including the campaign, Get it In Black and White. 13. Promotion and protection • Appointment of the Inspector of Custodial Services and delivery of rights of a first report to Parliament in May 2014. • Implementation of the Legal Profession Management Assessment System to practitioners. • The Public Defenders successfully arguing a High Court appeal, Bugmy v The Queen, which dealt with important aspects on the sentencing of Aboriginal offenders.

14 The Secretary of the Department leads the Executive team comprising: Corporate governance • Secretary (Chair) • Assistant Director General, Crime Prevention and Community Programs • Assistant Director General, Courts and Tribunal Services • Assistant Director General, Justice Policy and Legal Services • Assistant Director General, Corporate Services • Chief Executive, Juvenile Justice • Commissioner, Corrective Services NSW • Chief Executive Officer, NSW Trustee and Guardian • Crown Solicitor (until 23 February 2014). The Executive works with the Secretary to maintain an overview of the Department’s performance. Working with the Secretary, the Executive monitors the delivery of strategic priorities and financial and organisational performance. The Executive oversees progress of key Government, Police and Justice Cluster and Department plans as well as goals and targets set within NSW 2021, savings plans and Department strategic and business plans. It also ensures ministers and the Government are appropriately advised.

Department structure The Department is made up of six Divisions: Courts and Tribunal Services, Corrective Services NSW, Crime Prevention and Community Programs, Juvenile Justice NSW, Justice Policy and Legal Services and Corporate Services, and five offices: Office of the Secretary, NSW Trustee and Guardian, Bureau of Crime Statistics and Research and the Office of the Solicitor General and Crown Advocate and the Office of Justice Cluster Shared Corporate Services. The Crown Solicitor’s Office ceased to be a part of the Department from 24 February 2014.

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16 Secretary Department of Police and Justice Leadership team Andrew Cappie-Wood Andrew Cappie-Wood has worked in the public service in NSW and the ACT for more than 30 years. Prior to joining the NSW Department of Police and Justice, Mr Cappie‑Wood was the Head of Service and the Director-General of the Chief Minister and Treasury Directorate in the ACT where he implemented a restructure of the ACT Public Service. Before entering the ACT public service in 2007, Mr Cappie-Wood spent 10 years as Director-General in several NSW Government departments, including the Department of Education and Training and the Department of Housing. He also established the NSW Department of Ageing, Disability and Homecare. Mr Cappie-Wood has served as Chief Executive Officer to a number of Ministerial Councils and has chaired a number of national and state companies and boards. Assistant Director General Crime Prevention and Community Programs Brendan Thomas Brendan Thomas was appointed to his current role in September 2007. Mr Thomas is responsible for Criminal Diversion, Crime Prevention and Community Programs activities including oversight of the Crime Prevention Division, Anti-Discrimination Board, the Registry of Births, Deaths and Marriages, LawAccess NSW, Aboriginal Programs Division, Diversity Services and Victims Services Division. Mr Thomas also chairs a number of committees, including Victims Advisory Board, the NSW Graffiti Management Group and the Board of Management Design Out Crime Research Centre. Mr Thomas is a member of the Criminology Research Advisory Council and has written widely on crime prevention and Aboriginal justice issues.

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Assistant Director General Chief Executive Courts and Tribunal Services Juvenile Justice NSW Michael Talbot Valda Rusis Michael Talbot was appointed to his present role Valda Rusis has worked in the public sector in September 2007. From December 2004, since 1981, when she commenced as Probation Mr Talbot was responsible for Corporate and Parole Officer with the NSW Department of Services. He joined the Department as Director Corrective Services. Since that time, Ms Rusis of Court Services in March 2004. Prior to has worked in a number of roles including policy this appointment, he was the National Group development, corporate support and in the role Manager for retail operations at Australia Post of Regional Director. Ms Rusis joined Juvenile and has occupied a number of senior executive Justice NSW in 2007. positions in both the public and private sectors. Commissioner Assistant Director General Corrective Services NSW Justice Policy and Legal Services Peter Severin Maureen Tangney Peter Severin has extensive senior executive Maureen Tangney has been managing legal experience in corrections of more than policy areas in the Department for more than 10 three decades. Since joining the Department years, most recently as Assistant Director in September 2012, Mr Severin has led the General, Policy and Legal. Earlier in her career, restructure of Corrective Services NSW. Ms Tangney worked for the Australian Taxation Prior to his appointment to the Department of Office, the NSWLaw Reform Commission and Police and Justice, Mr Severin was the Chief the NSW Privacy Committee (forerunner of Executive of the South Australian Department Privacy NSW). for Correctional Services and Deputy Director Assistant Director General General of the Queensland Department of Corporate Services Corrective Services. Mr Severin is a Board Jane Ridley member of the International Corrections and Prisons Association. Jane Ridley joined the Department of Police and Justice in September 2012. Ms Ridley Chief Executive Officer has more than 25 years of experience in NSW Trustee and Guardian leadership, service management and delivery Imelda Dodds of Shared and Corporate Services in large, complex, global organisations including IBM, Imelda Dodds is a social worker with more Fuji Xerox and Westpac. This is coupled with than 35 years’ experience in human services tertiary qualifications in Education and Business and administration. Ms Dodds has previously Management. Ms Ridley is responsible for been the Public Guardian in Western Australia bringing together the Department's corporate and a member of the NSW Guardianship service functions (finance, human resources, Tribunal. She has held a number of national and asset management, information technology international presidency roles in her profession and procurement) to deliver strategically and is a past president of the International focused, high quality corporate services in Federation of Social Workers and Adjunct support of all the Divisions and Offices. Professor of Social Work at the University of Western Sydney. Crown Solicitor

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Crown Solicitor’s Office Ian Knight1 Ian Knight was appointed Crown Solicitor in November 1994 having previously been the Ombudsman for the Northern Territory and delegate of the Commonwealth Ombudsman in the Northern Territory. In addition to advising government on significant legal issues, Mr Knight supervised the response of the Crown Solicitor’s Office on issues relating to the Legal Services Review, the review of the classification of tied legal work and initiatives addressing client relationships and the wellbeing of employees.

1 Ian Knight was a member of the Executive Committee until 23 February 2014.

19 Aligned with Goal 16 in NSW 2021: Prevent Chapter 1 and reduce the level of crime, the Department continued to provide leadership in addressing high volume crimes including graffiti, break and Strategic direction: enter and theft as well as contributing to a range of programs enhancing community safety. Effective and efficient To achieve reductions in incidents of crime, the Department developed or continued crime prevention partnerships with government, non- government and private business stakeholders, implementing innovative programs ranging from early intervention programs for young people to investments in environmental design, reducing opportunities for crimes such as theft and vandalism. Graffiti programs, in particular, are attracting community interest and support with an increase in the number of people taking up the opportunity for participation in crime prevention activities.

In the coming year, key priorities for the Department’s crime prevention programs include developing and implementing components of the NSW Criminal Justice Strategy and working with industry to develop more comprehensive responses to fraud, burglary and assault.

In this chapter: • Youth on Track • Reducing steal from motor vehicle offences • Reducing and preventing graffiti vandalism • Preventing residential break and enter • Designing Out Crime Research Centre • Safer Community Compacts and funding program • Cross-agency partnerships

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Youth on Track Reducing steal from motor vehicle offences The Youth on Track early intervention scheme commenced operation on 1 July 2013 in The Preventing Stealing from Vehicles in NSW Newcastle, Mid North Coast and Blacktown Strategy, commenced in 2012. The strategy Local Area Commands. The Newcastle site outlines a suite of activities aimed at reducing was expanded to Lake Macquarie Local Area risk and occurrence of steal from motor vehicle Command in April 2014. (SFMV) offences. The Department of Police and Justice entered A number of significant elements of the into an agreement with UnitingCare Burnside, Strategy were implemented in 2013–14. until 30 December 2014, to engage young Best practice Crime Prevention Through people and their families in casework and Environmental Design guidelines for the design interventions targeted at addressing the young of NSW car parks were developed following person’s individual offending-related needs. an audit of a number of car parks. Practice The scheme has the benefit of multi-agency design and management standards for service support and provides police officers and stations have been developed by the Designing schools an avenue to refer young people at risk Out Crime Research Centre. These guidelines of offending into support without requiring a were made available online and distributed legal order. to industry associations. Fact sheets and In the first 12 months of operation, 223 postcards were developed and distributed at young people were referred to Youth on ‘hotspot’ locations and a specific SFMV section Track for case management and offending- of the Department’s website was developed focused interventions. Sixty per cent (96) and launched. of those young people and families, able to be contacted, voluntarily engaged with the scheme. Youth on Track completes the Reducing and preventing assessment tool, YLS/CMI (Level of Service/ graffiti vandalism Case Management Inventory) every 12 weeks to measure a young person’s offending risk In 2013–14, the Crime Prevention Programs and needs. Out of 38 young people who Unit was involved in development of a range participated in the scheme for longer than 12 of initiatives to reduce and prevent graffiti weeks, 66 per cent reduced their YLS/CMI risk vandalism in NSW. Funding was allocated to score. It is estimated UnitingCare Burnside will eight volunteer graffiti groups enabling purchase receive 300 referrals in 2014. of equipment and supplies.

In the year ahead Juvenile Justice Graffiti Partnerships The Bureau of Crime Statistics and Research In 2013–14, Juvenile Justice maintained will provide a process evaluation to the community partnerships within the Community Department in 2014, to enable further process Service Order and Community Clean Up Order improvements and possible extension of schemes. The total number of graffiti removal the scheme. The Department will provide a hours completed in 2013–14 was 6,195. progress report to Cabinet in following 15 months of operation at the three start-up sites.

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Expansion of the De-Tag The NSW Graffiti Hotline Offender Program The NSW Graffiti Hotline is a central telephone The De-Tag offender program is an educational service for individuals to report graffiti on any program used as part of Community Clean-up government or privately-owned asset in NSW. Orders to engage young people in discussion Crime Prevention Programs Unit leads the on topics related to graffiti. In 2013–14, the operation of the hotline in partnership with De‑Tag Program was evaluated and streamlined. LawAccess NSW. In 2013–14, the Graffiti The Program will be expanded to additional hotline received 830 calls. locations and consideration given to expanded referral options.

Juvenile Justice has trained staff in the delivery of De-Tag in 13 Juvenile Justice community offices and threeJuvenile Justice centres.

Graffiti Removal Day Graffiti Removal Day, held annually, is an opportunity for volunteers to remove graffiti from their local environment. The Department partners with Rotary Down Under to implement the program. Graffiti Removal Day was held on 20 October 2013 with participation at 210 sites across 41 Local Government Areas. Over 1,000 volunteers represented an increase of 84 per cent over 2012 and the amount of graffiti removed, 23,140 square metres, represented an increase of 184 per cent over graffiti removed in 2012.

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conducted with Downer Rail on the impact Preventing residential break of graffiti on trains and possible solutions. and enter The centre worked with Corrective Services in the design and construction of an intensive The Department of Police and Justice learning centre at Mid North Coast Correctional collaborated with UrbanGrowth NSW and Eden Centre (see page 61) and with Parramatta Brae Homes to develop a Safe Design Home Council on ways to revitalise areas suffering incorporating contemporary best practice and from urban decay. safe design for residential dwellings. The demonstration home, with its crime prevention design features, was officially Safer Community Compacts opened in November 2013 at The Ponds, and funding program North West Sydney. The home will be on public display for three years. In 2013–14, over $446,000 was allocated to 11 NSW local councils for the implementation The home provides visitors with an insight into of local strategies focused on prevention of safe design considerations and products the crimes such as motor vehicle theft, steal from residential building industry is incorporating motor vehicle, residential break and enter, within new homes. malicious damage and non-domestic violence related assault. The Safe Design Home also demonstrates design ideas and products to increase safety for existing dwellings. Cross-agency partnerships

Designing Out Crime Sydney CBD Plan of Management research centre The Department, represented by the Crime Prevention Programs Unit, was a key member Operating since 2009, as a joint initiative of the taskforce overseeing development with the Department, Designing Out Crime and implementation of crime prevention and is a research centre at the University of anti-alcohol related violence programs in the Technology, Sydney with a mandate to bring Sydney CBD. design innovation to complex crime and social problems. Prevention and Early Intervention Taskforce The centre is an important stakeholder in In 2013–14, the Department continued the crime prevention partnerships between as an onging member of the Prevention government and the private sector to design, and Early Intervention Taskforce which is develop and implement innovative crime working towards development of a whole‑of- prevention approaches. Highlights from government strategy to address at‑risk and 2013–14 include a number of partnerships with vulnerable children. government agencies and private companies. Expert advice was provided to Woolworths on armed robbery reduction in ‘hotspot’ stores and a trial conducted for theft reduction in the area of cosmetics retail. Explorations were

23 Chapter 1: Effective and efficient crime prevention

Safe as houses

Although the number of residential break and enter incidents in NSW has dropped by approximately half since 2000, it is still one of the most common serious crimes reported in NSW. The Department’s Crime Prevention Programs unit collaborated with UrbanGrowth NSW and Eden Brae Homes to build a display home showcasing the latest developments in security design. Safe house design includes: • oversized mailbox with key lock to provide protection from identity fraud • landscaping and fencing that doesn’t restrict site lines, visibility or openness of the property from the street • quality security doors and screens • keyed window locks • sensor lighting • home alarm with back to base alert • living rooms at the front of the home • performance glazing which provides additional resistance from impact blows.

24 The Department of Police and Justice is the lead agency for achieving results against Goals 16 Chapter 2 and 17 in the NSW 2021 Plan: Prevent and reduce the level of crime (Goal 16) and Prevent and reduce the level of re-offending (Goal 17). Strategic direction: Priority actions under Goal 17 for adult offenders include greater use of non-custodial Diversionary programs punishment for less serious offenders and access to diversionary programs and for young without compromising offenders, improved early intervention and community safety post‑release support. The Department has a range of programs aimed at diverting offenders, or potential offenders, away from the conventional criminal justice process and/or a custodial sentence. Use of diversionary programs depends on the crime committed and the likely effectiveness of an intervention. Diversionary programs are particularly important for young people, those coming into first contact with the justice system and those with underlying issues such as drug and alcohol abuse. In the court system, intervention programs are intended to address underlying problems such as drug or alcohol dependency, mental illness, homelessness or extreme poverty. A magistrate or judicial officer may adjourn a case while a defendant participates in a diversion program. Other court programs provide an alternative forum for hearing a case or negotiating an outcome.

In this chapter: • Youth Justice Conferences • Alternatives to custody for women • Bail Assistance Line • Aboriginal Drivers Licence Project • Drug Courts and Compulsory Drug Treatment Orders • A new operating model for Forum Sentencing

25 Chapter 2: Diversionary programs without compromising community safety

Together, they agree on a suitable outcome that Youth Justice Conferences can include an apology, reasonable reparation Youth Justice Conferences are a formal legal to victims and steps to reconnect the young process based on the principles of restorative person with their community to help them justice. They aim to help young offenders desist from further offending. take responsibility for their own behaviour and Conferences are available when young people involve victims in decisions relating to crimes have committed offences that police officers, committed against them. a court or the Director of Public Prosecutions Referrals for Youth Justice Conferences are determine are too serious to receive a warning made by police officers and the courts. If or caution, or where the offender has exceeded accepted, a conference is arranged and a their maximum number of cautions. legally binding outcome is determined. In 2013–14, 1,582 referrals were made for a Conferences bring young offenders, their Youth Justice Conference with 1,270 resulting families and supporters face-to-face with in a conference. Of these conferences, 88.8 per victims and their support people to discuss cent of young offenders completed the required the crime and how people have been affected. tasks in their outcome plans.

Table 2.1 Key service measures for Youth Justice Conferences 2013–14

Number Per cent Referrals to Youth Justice Conference Total 1,582 Police 718 45 Courts 864 55 Percentage of referrals to a Youth Justice Conference for ‘victimless’ offences 7.6 Referrals resulting in a conference Number of referrals processed 1,582 Number of referrals resulting in a Youth Justice Conference 1,380 Conference facilitated 1,270 Percentage of all referrals resulting in a Youth Justice Conference 87.2 Participation in conferences Number of young people participating in Youth Justice Conferences 1,205 Total number of participants in Youth Justice Conferences 7,135 Percentage of victims or representatives in conferences held with identifiable victims 59 Outcomes Number of outcome plans agreed on and approved for referrals received 1,152 from 1,163 99 in 2013–14 outcome plans Number of occasions where the referring court did not approve the outcome plan 4 Number of occasions where young offender and victim were not able to agree to an 8 outcome plan Percentage of finalised outcome plans that were successfully completed by 30 June 88.8 Offences and young people Number of offences referred to a Youth Justice Conference 3033 Number of young people referred to a Youth Justice conference 1348 Source: DJ/JJ Strategic Information System (SIS). Effective date 12 July 2014. Note: the Young Offenders Regulation 2004 allows six months for the completion of outcome plans although the Chief Executive does have discretion to allow additional time if circumstances are exceptional.

26 Chapter 2: Diversionary programs without compromising community safety

Figure 2.1 Number and percentage of Youth Justice Conference outcome plans completed 2009–10 to 2013–14

1,800 120.0%

1,600 96.6% 100.0% 90.6% 1,400 87.5% 89.7% 88.8%

1,200 80.0%

1,000 60.0% 800 1,505 1,549 1,439 1,185 1,070

600 40.0%

400 20.0% 200

0 0.0% 2009–10 2010–11 2011–12 2012–13 2013–14 No of YJC outcome plans completed Percentage of YJC outcome plans completed

Source: DJ/JJ Strategic Information System (SIS). Effective date 12 July 2014.

Case study Paul* was referred to a Youth Justice Conference after being charged with an offence. He attended mentoring with Aboriginal Elders and participated in art workshops conducted by the local art gallery. Paul has now gained employment with an Aboriginal organisation mowing lawns for the elderly in the Aboriginal community.

* Names have been changed.

27 Chapter 2: Diversionary programs without compromising community safety

Over the next 12 months, consolidation of Alternatives to custody existing metropolitan services with the non- for women government sector, and the expansion of services to regional areas in New South Wales Miruma is a residential facility at Cessnock are priorities. which provides a diversionary program for women with co-existing mental health disorders Further training, networking and communication and long-term alcohol and other drugs issues. with the NSW Police Force and the non- government sector will continue to be a priority In 2013–14, a total of 52 women participated to ensure the service meets the needs and in the Miruma program, up from 42 participants requirements of its intended clients. in 2012–13. Sixty-three per cent completed the program and, of these, 79 per cent were Keep Them Safe funding for the Bail Assistance released to stable accommodation. Line has been secured for a further two years from July 2014. In 2013–14, a review of Balund-a, a diversionary program in the women’s unit Bail support positions at Tabulam for Aboriginal offenders on bail, There were 52 young people held in custody was completed. This resulted in its closure in 2013–14 who had been granted bail but due to the very low numbers of women could not meet their conditions. This figure has participating. fallen by 65 per cent since 2009–10 from 151 (2009–10) to 52 (2013–14). Bail Assistance Line In 2011–12, Juvenile Justice NSW received $2.9 million (in total, $11.2 million over four years) In 2013–14, the Bail Assistance Line to expand its remand reduction services. received 110 referrals for assistance resulting In 2013–14, 24.5 positions were created to in 23 placements of young people in need of reduce the number of young people in custody accommodation, transport and/or case support on remand by providing support for young to meet their bail conditions. people to meet their bail conditions. The Bail Assistance Line was evaluated by The average time spent in custody is 2.6 the Sydney University Institute of Criminology days (the median is one day or less). in 2014. This report recommended further This represents a reduction of 40 per cent expansion of services and continued training since 2009–10 when the average time spent and liaison with police officers. by young people in custody was 4.4 days.

28 Chapter 2: Diversionary programs without compromising community safety

Figure 2.2 Number of remand stays of young people granted conditional bail and unable to meet conditions 2009–10 to 2013–14 160 151

140 124 120

100

80

60 53 52 52

40

20

0 2009–10 2010–11 2011–12 2012–13 2013–14

Source: DJ/JJ Strategic Information System (SIS). Effective date 12 July 2014. Note: This counts only young people on remand who have been granted conditional bail and cannot meet the conditions, and have no other custodial order.

attain a driver’s licence. Clients have also been Aboriginal Drivers Licence supported to obtain identity documents primarily, Project birth certificates.

The Department’s Aboriginal Services provides a coordinated support, assessment, referral Compulsory Drug Treatment and information service to Aboriginal people Orders attending court for traffic offences and regulatory driving offences aimed at reducing In 2013–14, the Drug Court of NSW these offences in Aboriginal communities. received 63 referrals from Local and District Courts (compared with 68 in 2012–13 and 57 In the first 12 months of the project, over 800 in 2011–12) for Compulsory Drug Treatment Aboriginal people have been identified with Order (CDTO) assessments. Of these driving and licence offences and had referral referrals, 43 offenders met the eligibility criteria plans developed to address underlying issues for a CDTO. Thirty-three were assessed as that led to offending. Some referrals addressed suitable for a CDTO, an increase from 23 fines by initiating Centrepay arrangements, Time in 2012–13. to Pay plans or Work and Development Orders. Other clients were referred to driver knowledge Participants spend more than six months and safety programs such as traffic offenders in each stage of the three stages of the programs or TAFE courses assisting people to Compulsory Drug Treatment Program.

29 Chapter 2: Diversionary programs without compromising community safety

Table 2.2 Progression through stages of the Compulsory Drug Treatment Program

2010–11 2011–12 2012–13 2013–14 Stage 1 to 2 28 24 21 25 Stage 2 to 3 22 11 9 7 Stage 3 to parole 16 9 7 9

Urinalysis In 2013–14, Forum Sentencing commenced transitioning to a new centralised operating In 2013–14, 5,292 urine samples of offenders model in Parramatta. This involved the closure subject to CDTOs were taken and analysed. of 11 of a total 13 sites. The new operating Of these, 233 samples (4.4 per cent) tested model streamlines administrative process positive to a drug; 82 (1.5 per cent) tested and moves program delivery from local court- positive to an illicit substance, which is based staff to local facilitators and a centralised consistent with previous years. team. It ensures better links between program The total positive results to illicit drugs/ expenditure and conferences delivered to non-prescribed drugs/synthetic cannabis victims and communities. This model has was 2.6 per cent of all urine samples taken a strong focus on victim satisfaction and and analysed. This is a slight increase to engagement with the broadening of the previous years, which reflects the added testing eligibility criteria to include offenders who are capability for synthetic cannabis. found guilty of a wider range of offences.

These results are very encouraging considering Forum Sentencing continues to be program participants are entrenched drug users available in 50 Local Courts across NSW. with high levels of dependence and who have In 2013–14, 500 matters were referred to been convicted of at least two sentences in the Forum Sentencing, with 381 conferences past five years. held and 497 intervention plans successfully completed by offenders. A new operating model for Forum Sentencing In the year ahead Forum Sentencing will finalise establishment of Forum Sentencing is a court referred restorative the new operating model and work with local justice program that provides an opportunity partners to increase awareness of restorative for victims to participate directly in the justice justice while developing a robust quality process and for offenders to address the harm assurance framework to ensure efficient and caused by their crime. The program aims to consistent program delivery. repair the harm caused to victims and reduce re-offending by addressing underlying issues.

30 A range of programs and strategies, across the Department target re-offending. Chapter 3 The Department’s focus for reducing re‑offending in correctional services is an Strategic direction: evidence-based approach to changing offender behaviour which has been sourced from international literature and practice. Out of this Effective and efficient research, effective correctional intervention is achieved through use of the risk/need/ interventions and responsivity model. In this model, interventions programs addressing are seen as most effective when targeted at those most at risk of re-offending, addressed at risk factors for those factors shown by research to be linked to re‑offending re-offending and delivered in ways that take into account the cultural backgrounds and learning styles of the target group. Treatment programs are based on cognitive behavioural therapy principles which emphasise the importance of motivation and engagement as well as cognitive processes and offence- specific triggers. Overall success in achieving the government target for reduced re-offending is demonstrated by trends recorded in the Report on Government Services measures and in the 12-monthly reports for the NSW 2021 State Plan. The success of specific interventions is measured by comparing the rate of re-offending of participants with a propensity-matched control group. It may also include comparisons between severity of re‑offending, time to re-offend and frequency of re‑offending. These additional measures align with the contemporary understanding of the complexity and difficulty of desistance and recognise that this is a gradual and subtle process rather than an abrupt cessation. In 2013–14, 17,253 adult offenders participated in at least one rehabilitation program addressing criminogenic (crime causing) needs, an overall increase of five per cent compared with 2012–13. This result builds on the 7.5 per cent increase in participation reported for 2012–13. In 2013–14, there was continued focus on increasing the offender program participation and completion rates.

31 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

The Department is on track to achieve the target set in Goal 17 of the NSW 2021 Plan, Rates of re-offending to reduce juvenile and adult re-offending by five per cent by 2016, and to reduce the NSW NSW 2021 State Plan target figures recidivism rate to below the national average The NSW Reoffending Database (ROD) within 10 years. contains information on each person who has been convicted of a criminal offence in In this chapter: NSW since 1994 and is used by the Bureau • Rates of re-offending of Crime Statistics and Research to determine • Local Court-based programs the proportion of offenders who have been re-convicted for a further offence. For the • Assessing risks for re-offending purposes of NSW 2021, reconviction within 12 • Offender assessment and case months is used as a proxy for re-offending. management There is a delay of at least four months before • Programs addressing aggression the re‑offending rates for each 12-month period and violence can be determined to ensure sufficient time • Drug and alcohol programs for the majority of court matters for any new • The Drug Court of NSW offences to be finalised. The re‑offending rate for 2012–13 is expected to be released after • Sex offender programs publication of this Annual Report. • Education and training • Inmate training and employment programs Reconviction of adult offenders • Programs for juvenile offenders The overarching measure for re‑offending is the percentage of adults in NSW convicted • Specialised programs for young for any criminal offence who are convicted for adult offenders a subsequent offence committed within 12 • Addressing risks of re-offending for women months. There has been a 5.6 per cent • Reducing re-offending in Aboriginal reduction in this rate in the three-year period communities between 2008–09 and 2011–12. • Programs for offenders with a disability • Programs and services for culturally and linguistically diverse offenders • New strategies, program reviews and structural change

Table 3.1: Percentage of adults convicted by any court who were convicted for a further offence committed within 12 months of index conviction

Year of index offence 2008–09 2009–10 2010–11 2011–12 2012–13 % reconvicted 16.1 14.9 14.8 15.2 Not yet available

Reconviction of adult offenders within 12 months reduced from 38.1 per exiting custody cent for the cohort released in 2008–09 to 34.3 per cent for the cohort released in Data from the ROD show a continuation 2011–12, a 10 per cent reduction in the rate of of the downward trend of re‑offending for re‑offending over this three-year period. This is adult offenders exiting full time custody. consistent with the NSW 2021 target to reduce The percentage of those who were reconvicted re‑offending by five per cent by 2016.

32 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Table 3.2 Percentage of adults exiting prison convicted for a further offence within 12 months

Year of release from prison 2008–09 2009–10 2010–11 2011–12 2012–13 % reconvicted 38.1 34.9 34.7 34.3 Not yet available

Reconviction of juvenile offenders For juvenile offenders, the re-offending measure also includes juveniles who re-offend but have their matters dealt with by way of youth justice conference. This rate for juveniles has decreased by 4.1 per cent over the three-year period from 2008–09 to 2011–12.

Table 3.3 Percentage of juveniles dealt with at youth justice conference who were convicted for a further offence committed within 12 months of release or index conviction

Year of index offence 2008–09 2009–10 2010–11 2011–12 2012–13 % reconvicted or dealt 39.2 37.5 35.8 37.6 Not yet available with by conference

Report on Government Services figures for these offenders returning to community corrections or returning to any corrective The Report on Government Services uses services order have remained consistently lower alternative measures of re-offending for than the national average. the purposes of national comparisons. This captures specific cohorts of offenders Over the same period, the rate at which managed by correctional agencies who return prisoners return to prison or return to any to corrective services management following corrective services order has increased. a reconviction. The rate at which offenders Although the overall rate of re-offending for discharged from community corrections this group has reduced as evidenced in the orders during 2011–12 returned with a new NSW 2021 State Plan measure, and there is correctional sanction within two years evidence that the frequency and severity of (2013–14) decreased relative to the previous offending has remained relatively stable during year. This continues a trend that has seen a this period, the use of imprisonment and decrease of 10 per cent in re-offending for the community corrections supervised orders as community cohort since 2007–08. The results sanctions appears to have increased.

Table 3.4 Rates of offenders returning to corrective services with a new correctional sanction within two years

National Year discharged from community corrections 2007–08 2008–09 2009–10 2010–11 average 2011–12 order or released from prison 2010–11 Offenders returning to community corrections 13.0 12.4 11.8 11.8 14.2 11.6 Offenders returning to corrective services* 23.9 23.1 21.5 21.8 24.8 21.5 Prisoners returning to prison 42.4 43.3 42.5 42.7 40.3 45.8 Prisoners returning to corrective services* 45.2 46.3 46.9 47.9 46.4 50.3 *includes a prison sentence or community-based order

33 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

defendants entered the CREDIT Program Local Court-based programs and 101 defendants completed the Program. Magistrates Early Referral Into Treatment CREDIT offers eligible defendants who Program are motivated to address issues that are Magistrates Early Referral Into Treatment related directly or indirectly to their offending (MERIT) is a Local Court-based program that behaviour facilitated access and support targets adult defendants with illicit drug use to services providing education or training, problems who are motivated to undertake treatment, rehabilitation or social welfare drug treatment. Defendants assessed as assistance. Participants in the CREDIT suitable for MERIT can undertake supervised Program are assessed for criminogenic and drug treatment prior to sentencing. The primary non‑criminogenic factors in order to refer them goal of the MERIT program is to break the to appropriate services or treatment. drug-crime cycle by involving defendants in treatment and rehabilitation. By 30 June 2014, In the year ahead over 22,000 defendants had participated in the The Department will consider how to better MERIT Program. In 2013–14, 1,978 defendants align CREDIT with other re-offending programs were accepted onto the MERIT Program to ensure consistency, appropriate targeting and 981 defendants completed the Program. and accessibility of services for defendants. MERIT operates in 65 Local Courts across New South Wales, providing access to the Program Life on Track for more than 80 per cent of defendants coming Life on Track is a case management service that before magistrates. Defendants at seven NSW builds on the strengths of the CREDIT Program. Local Courts can also be referred to Alcohol The service offers person-centred support MERIT for treatment where alcohol is their and case management to eligible and suitable primary drug of concern. Services provided defendants appearing at the Local Court. as part of MERIT can include withdrawal Life on Track commenced in August 2013 management, residential rehabilitation, mental at two start-up sites covering Bankstown, health services, family support and individual Sutherland, Kogarah, Lismore, Ballina, and group counselling. Casino and Kyogle Local Courts. Following In the year ahead a competitive open tender process for each site, Mission Australia successfully secured the The Department, in conjunction with the NSW contract to deliver Life on Track at both sites. Ministry of Health, will complete a review of the The Department has developed a close and effectiveness, efficiency and cost-effectiveness collaborative relationship with Mission Australia of the MERIT Program. This review will inform to monitor and continuously develop the Life on activities to improve MERIT participation and Track service model to best meet the needs of completion rates and also to examine the value defendants, stakeholders and the community. of and potential for the MERIT Program to be expanded. Life on Track is primarily aimed at defendants with a medium to high risk of re-offending Court Referral of Eligible Defendants Into or medium to high level needs and provides Treatment Program assistance to identify and address the broad Court Referral of Eligible Defendants Into range of issues that contribute to a defendant’s Treatment (CREDIT) assists defendants to likelihood of re-offending. Between mid-August access a wide range of treatment, programs 2013 and 30 June 2014, Life on Track screened and services to reduce their risk of re-offending. 353 defendants, assessed 175 defendants CREDIT operates at Burwood, Tamworth and accepted 159 participants for case and Quirindi Local Courts. In 2013–14, 184 management.

34 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

In the year ahead to ensure the highest quality of screening, induction, assessments, offender case plans A process evaluation of Life on Track will be and the case management of offenders. completed in 2014. The outcomes of the process evaluation will inform Departmental Assessments decision-making on the continuation and expansion of Life on Track. The Department will The Compendium of Accredited Assessments continue to collaborate with Mission Australia is the primary tool used to target offenders who and other stakeholders to ensure ongoing pose the highest risk of re-offending and to operation of, and continuous improvement of determine which needs should be addressed. the Program. Assessment information is also used for further research into the effectiveness of interventions for reducing re-offending. Assessing risks for re‑offending Treatment Readiness Questionnaire Failure to take readiness and responsivity into The Level of Service Inventory – Revised account can produce lower participation and (LSI-R) is widely recognised as one of the most completion rates of intervention programs. effective methods for establishing an estimated As part of its strategy to have the right offender risk of re-offending and the level of intervention in the right program, Correctives Services most appropriate to reduce that risk. The introduced the Corrections Victoria Treatment LSI-R is the most commonly administered Readiness Questionnaire (TRQ) as a pre- assessment in Corrective Services. program assessment. The following table shows number of In 2013–14, Corrective Services completed offenders per categories of risk of re‑offending 1,249 TRQs out of which 274 offenders as identified by the LSI-R in 2012–13 (22 per cent) were identified as needing and 2013–14. program preparation prior to progression into a criminogenic needs program. Bridging Table 3.5 Offender risk categories interventions, such as one-to-one motivational interviewing or completion of a readiness Offender risk categories program were recommended. Risk level 2012–13 2013–14 Low 4,323 4,386 Gambling assessments Low-Medium 8,188 7,955 In 2013–14, 366 offenders were assessed for Moderate 9,247 9,796 gambling related offences; 139 of these (38 per Medium-High 3,857 3,874 cent) were identified as having considerable (pathological) gambling issues and 85 (23 per High 744 740 cent) had problematic gambling habits. Total 26,359 26,751 General assessments Offender assessment and In addition to the above assessments, case management many offenders were assessed for drug and alcohol issues, brain injuries and other In 2013–14, within Corrective Services, disabilities, mental health, personality the Offender Assessment Unit was and cognitive deficits, as well as offence- amalgamated with the Case Management specific assessments. The Assessment and Support Team to create the Assessment Case Management Support Team also provided and Case Management Support Team a service to psychologists to score each of the (ACMST). The purpose of this new unit is to personality tests online, saving valuable time provide direction, frontline training and support and improving the accuracy of results.

35 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Assessments and court depositions assessments. These increased the credibility of offender assessments and improved their To ensure assessments are as accurate validity and reliability. as possible, information is retrieved from Local, District and Supreme courts through the Training and accreditation Information Retrieval Service in the ACMST. In 2013–14, staff from the ACMST trained 1,000 In 2013–14, over 700 requests for court Corrective Services staff including community depositions were processed and electronically corrections officers, psychologists, service and transferred to psychologists and other programs staff and custodial officers in the key Corrective Services staff conducting the areas of case management and assessment.

Table 3.6 Training and Accreditation in assessment techniques 2013–14

Training and accreditation 2013–14 Training course Participants Days training Reception, screening and induction 160 13 LSI-R Foundation 156 26 LSI-R Refresher 314 30 Case Management Level 3 267 16 Case Management Level 4 59 16 Case plans 13 2 Case notes 21 1 Offender Services and Program Case Management 10 2 Total 1000 106

Psychologists were trained in several other emotion management) which will be consistent assessments including the Violence Risk Screen across the entire programs suite. EQUIPS will and other sex offender risk assessments, in also be more inclusive by targeting a broad range conjunction with the Serious Violent Offenders of offence types without being offence-specific. Therapeutic Program. The Real Understanding of Self Harm (RUSH), Readiness Seasons for Growth and the Intensive Drug and Alcohol Treatment Program (IDATP) readiness The concept of readiness programs has will continue to be delivered. undergone a significant change following the Offender Management and Policy Review. Importantly, RUSH is an empirically validated The programs within this suite will largely be program, addressing inmate adjustment and replaced by the EQUIPS Foundation program building coping strategies and is one of the (see page 60). This aims to increase offender only compendium programs available for participation in programs by introducing core inmates on remand. concepts (thoughts, feelings, behaviours and

36 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Table 3.6 Readiness Programs (bracketed percentage shows variation from 2012–13 figures)

Program All individuals Individuals Sessions Individuals Sessions attending attending attended in attending attended programs in custody custody in the in the community community Managing Emotions (men) 981 (-30%) 600 (-27%) 4,785 (-13%) 381 (-35%) 2,528 (-26%) Managing Emotions (women) 62 (-61%) 35 (-65%) 150 (-75%) 27 (-53%) 136 (-51%) Personal Effectiveness 80 (+40%) 80 (+40%) 1,028 N/A N/A (+51%) IDATP Readiness 138 (+207%) 138 (+207%) 1,274 N/A N/A (+122%) Seasons for Growth 106 (-25%) 106 (-25%) 548 (+9%) N/A N/A RUSH 67 (+29%) 67 (+29%) 972 (+12%) N/A N/A Offender Induction program* Discontinued Discontinued Discontinued Discontinued Discontinued All readiness programs 1434 (-50%) 1026 (-15%) 8,757 (0%) 408 (-75%) 2,664 (-62%) *discontinued for resource efficiency reasons.

Maintenance, all programs showed an increase, Programs addressing with the high intensity VOTP recording a 15 aggression and violence per cent increase in participation and a 27 per cent increase in session attendances. Both the Aggression and violence program Domestic Abuse and Controlling Anger and participation and completion rates Learning to Manage it (CALM) programs showed In 2013–14, 45 offenders completed the an increase of nine per cent in participation. Violent Offenders Therapeutic Program (VOTP), In 2013–14, improvements in completion rates a 12–14‑month custody-based high intensity for aggression and violence programs were therapeutic program for violent male offenders maintained with 67 per cent of all participants with medium-high to high risk of re-offending completing the program in custody and the and treatment needs. This is an increase of 67 community – an increase of four per cent from per cent compared with 2012–13. the previous year. This builds on a seven per cent increase reported last year. In 2013–14, there was an overall increase of seven per cent in participation in aggression The Domestic Abuse Program reported a and violence programs in custody and completion rate of 67 per cent and CALM the community. With the exception of VOTP reported a completion rate of 65 per cent.

Table 3.8 Aggression and violence program participation (bracketed percentage shows variation from 2012–13 figures)

Program All Individuals Individuals Sessions Individuals Sessions attending attending in attended in attending attended programs custody custody in the in the community community CALM 517 (+10%) 362 (+36%) 6370 (+50%) 155 (-25%) 2438 (-14%) Domestic Abuse Program 760 (+9%) 93 (+39%) 1249 (+50%) 667 (+5%) 8282 (+10%) Violent Offenders Therapeutic 93 (+15%) 93 (+15%) 4396 (+27%) n/a n/a Program (VOTP) VOTP – maintenance 159 (-15%) 98 (-12%) 567 (+10%) 61 (-19%) 358 (0%) Self Regulation Program 15 (N/A) 15 (N/A) 418 (N/A) N/A N/A All aggression and violence 1544 (+7%) 661 (+26%) 13,000 (+44%) 883 (-3%) 11078 (+4%) programs

37 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Domestic violence 1. Education and harm minimisation skills. In this stage, an education program is offered In 2013–14, the Domestic Abuse Program to all young people including harm minimisation (DAP), which has contributed to a reduction in skills training. Importantly, this program also re-offending rates among domestic violence provides education on emerging trends such offenders in NSW, continued to attract interest as synthetic drugs which mimic the effects of from other correctional jurisdictions. The DAP is cannabis and stimulants. delivered in both community and custody under Memoranda of Understanding with a range 2. Personal Review of Offences File (PROFILE) of organisations that provide support to the addresses motivation to change. PROFILE has partners of male program participants. been strategically designed for people who do not recognise they have a substance abuse Reconnection programs problem and have resisted attempts to address In 2013–14, the number of offenders their anti-social behaviour. participating in programs which reconnect them In 2013–14, 80 per cent of participants (769 to the community increased by 135 per cent, young people) completed AOD education adding to the 42 per cent increase reported programs. last year. This result reflects an increased focus on reintegration and release planning. The major Alcohol, drugs and addiction programs – contributor to the increase was the NEXUS adult offenders program, in which inmates are interviewed in In 2013–14, the completion rate for alcohol, the last three to six months of their sentence drugs and addiction programs was 68.5 per cent, to determine reintegration needs and offered increased from 66.9 per cent in 2012–13. assistance with their preparation for release. Overall, participation in alcohol, drugs and Drug and alcohol programs addiction programs by offenders in custody and the community declined, compared Alcohol and other drug programs for with 2012–13. juvenile offenders The year ahead A strategic alcohol and other drug (AOD) The Best Bet, Impact of Dependence, DAAP/ treatment pathway for young people with RRP and Getting SMART will cease to run in substance misuse-related criminal behaviour, their current form and be replaced by EQUIPS is run by Juvenile Justice and has two Addictions (see page 60). EQUIPS Addictions primary stages. will also be available to inmates on remand. Table 3.9 Adult offender participation for 2013–14 in alcohol, drugs and addiction programs (bracketed percentage shows variation from 12–13 figures) Program All offenders Offenders Sessions Offenders Sessions attending attending in attended in attending in attended in programs custody custody community community Getting SMART 2,691 (-5%) 1,859 (+8%) 17,734 (+25%) 832 (-24%) 6,540 (-20%) Sober driver 694 (-7%) 19 (n/a) 147 (n/a) 675 (-9%) 3,833 (+15%) Pathways – Criminal Conduct and 226 (+9%) 226 (+9%) 6,915 (+49%) - - Substance Abuse Ngara Nura 55 (-2%) 55 (-2%) 7,285 (+46%) - - SMART Recovery 573 (-18%) 573 (-18%) 3,264 (-27%) - - Alcoholics Anonymous 642 (-17%) 642 (-17%) 2,191 (-18%) - - Narcotics Anonymous 409 (+4%) 409 (+4%) 1,646 (+25%) - - The Best Bet…is the one you don’t have 86 (-25%) 86 (-25%) 669 (-21%) - - Drugs: the impact of dependence 29 (-24%) 29 (-24%) 456 (+20%) - - Drug and Alcohol Addiction (DAAP/RPP) 21 (-62%) 21 (N/A) 88 (N/A) - - Total alcohol, drugs and addictions 5,426 (-8%) 3,919 (-2%) 40,395 (+21%) 1,507 (-20%) 10,373 (-10%)

38 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

In 2013–14, the Serious Offenders Assessment The Drug Court of NSW Unit completed 70 psychological reports for The Drug Court of NSW expanded its the Serious Offenders Review Council (SORC) operations to Sydney in 2013, the third Drug to inform case plans for serious sexual and Court for NSW. The Drug Court has the violent offenders. capacity to assist 280 participants across the three courts at Parramatta, Hunter and Sydney. Sex offender program participation and Drug Court judges and teams from all completion rates partner agencies worked together to ensure In 2013–14, participation rates in sex offender consistency across the three Drug Court programs increased by eight per cent. The locations with one Drug Court Program intensive Custody-based Intensive Treatment delivered at all venues. (CUBIT) program produced a 99 per cent completion rate and CORE (CUBIT Outreach) Drug Courts are specialist courts dealing moderate intensity recorded a 98 per cent with offenders who are dependent on drugs. completion rate. The Drug Court of NSW at Parramatta is the firstDrug Court to be trialed and evaluated Twenty-nine inmates completed the CUBIT in Australia. The Bureau of Crime Statistics program, a six to 10-month treatment program and Research has re-evaluated the work of for male inmates who have sexually abused adults the Court, providing further evidence that the or children, and are at a moderate to high risk of Drug Court program is more effective than re-offending. Seventy-seven inmates participated conventional sanctions in reducing the risk of and 29 completed the program. One was recidivism among offenders whose crime is discharged. drug-related. Twenty-nine inmates completed the CORE Moderate program, a six-month custody-based Sex offender programs treatment program for male inmates who have sexually abused adults or children, and are a Assessments low-moderate risk of re‑offending. This represents The STATIC 99-R in the Compendium of almost double the number who completed in the Accredited Assessments is used to assess previous year (16). Fifty‑five inmates participated, risk of sexual re-offending in conjunction with and of these, 29 completed and one was several other sex offending assessments as discharged. part of sex offender treatment. This assessment Nine inmates commenced and completed the is used extensively in the United States, Deniers Program, a custody-based treatment Canada, the United Kingdom, Europe and program for male offenders who have sexually Australia and is one of the most highly regarded abused adults or children, and maintain they were instruments for this population. wrongfully accused or falsely identified. The following table shows the number of In 2013–14, 106 offenders engaged in offenders per categories of risk as identified by community-based treatment and 51 completed the STATIC 99-R in 2012–13 and 2013–14. the program in this period.

Table 3.10 Sex offenders at risk of sexual re‑offending 2012–13 and 2013–14

Risk of sexual re-offending 2012–13 2013–14 Low 202 211 Medium-low 154 193 Medium-high 162 281 High 92 135 Total 610 820

39 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Table 3.11 Sex offender program participation rates (bracketed percentage shows variation from 2012–13)

All offenders Offenders Sessions Offenders Sessions Program attending attending in attended in attending in attended in programs custody custody community community Custody-based Intensive Treatment 77 (+20%) 77 (+20%) 4,988 (+47%) - - Program (CUBIT) CORE Moderate 55 (+72%) 55 (+72%) 2,472 (+117%) - - Custody-based PREP 64 (-2%) 64 (-2%) 647 (-3%) - - Deniers Program 9 (+13%) 9 (+13%) 361 (+48%) - - Community-based treatment 106 (+26%) - - 106 (+26%) 1,910 (+33%) Self-Regulation Program 17 (-32%) 17 (-32%) 1,042 (-33%) - - Maintenance Program 110 (-13%) 14 (-7%) 91 (+11%) 96 (-14%) 1,169 (-7%) All sex offender programs 438 (+8%) 236 (+13%) 9,601 (+36%) 202 (+4%) 3,079 (15%)

Education and training Reiby Juvenile Justice Centre DEC and Juvenile Justice staff work together with detainees in the Centre and Education and training for the Waratah Pre-Release Unit, coordinating juvenile detainees work experience, paid employment and TAFE The Department of Education and Communities program opportunities aimed at assisting (DEC) administers education and training units successful re-integration into the community. in all seven Juvenile Justice centres. Riverina Juvenile Justice Centre At each centre, meetings between centre staff In partnership with DEC and TAFE, young people and the Education and Training Unit are held are offered a wide range of rural vocational skills regularly to plan, assess risk and coordinate programs and are provided with the opportunity educational, vocational and centre programs. for work experience placements with local Sharing information enables a cohesive businesses and agencies. approach to providing interventions and managing detainees.

Table 3.12 Young offenders’ enrolment in formal education 2013 and 2014

20131 20142 Total Education and Training Unit enrolments 1,791 873 TAFE enrolments 998 460 Awarded Record of School Achievement (ROSA) 68 N/A Enrolments in the Record of School Achievement (ROSA) n.a. 155 Awarded year 11 Record of Achievement (ROA) 35 N/A Year 11 single subject completions 91 N/A Year 11 single subject enrolments N/A 140 Year 12 single subject completions 84 N/A Year 12 single subject enrolments N/A 79 Enrolments in the Higher School Certificate N/A 17 Higher School Certificate completions 8 N/A 1 Figures for complete school year January to December 2013. 2 Figures for young people enrolled in courses up to 30 June 2014. Completion figures not available until school year completed.

40 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Acmena Juvenile Justice Centre community. A variety of accredited curricula Educational, vocational, developmental and covers remedial, academic, recreational and recreational programs are offered at Acmena. vocational courses. These programs are designed to assist young Cobham Juvenile Justice Centre people gain skills needed to reduce recidivism and help with re-integration into the community. The Putland Education and Training Unit (ETU) offers a range of educational programs Juniperina Juvenile Justice Centre including basic skills remediation, living skills, In partnership with Sydney Community secondary education, vocational education College, community volunteers and through and tertiary studies. Students may enrol in the Sunning Hill Education and Training Unit, courses delivered by distance delivery mode Juniperina offers a wide variety of programs for supported by ETU staff, or school or TAFE young women. This partnership provides young delivered curricula. female detainees with programs that cater to Education for adult inmates their differing interests and which encourage them to engage in pro-social activities when Skills assessment discharged from custody. In 2013–14, 3,333 inmates completed Core Skills Assessments (CSA), an increase of 129 Orana Juvenile Justice Centre in 2012–13. Eighty-nine per cent of all inmates The Lincoln School provides individualised commencing a course (includes vocational education for young people detained in Orana training, distance education and basic JuvenileJustice Centre at Dubbo. Dedicated education) had completed a CSA. teachers provide an academic program coupled with vocational and life skills education. The CSA data provides a profile of inmate literacy and numeracy levels that is used as a Frank Baxter Juvenile Justice Centre tool for planning and resource allocation. Those The Girrakool School provides education and inmates with the highest need are identified vocational training programs for male juvenile in order to provide a timely intervention to detainees at Frank Baxter Juvenile Justice increase their reading, writing, communication Centre. The mission of the school is to create and numeracy skills. Those that score ACS 3 a positive learning environment and to facilitate and below are targeted for participation in basic the student’s successful integration into their education programs.

Table 3.13 Australian Core Skills Assessment (ACS) results for individual inmate participants in education and vocational training programs 2013–14

Individuals NYA ACS1 ACS2 ACS3 ACS4 ACS4+ Incomplete Refuse No % No ACS ACS 7,509 411 583 1,364 2,162 2,014 55 16 74 830 11

Intensive Learning Centres to enable inmates under mainstream and protective management to securely use the Intensive Learning Centres (ILCs) have been centre at the same time. established at Wellington, South Coast, Lithgow and Mid North Coast Correctional In April 2014, the Mid North Coast ILC was Centres for inmates with assessed low literacy officially opened. It is a purpose-built facility and numeracy skills to complete a Certificate designed to embody the learning principles of (1 to 3) in the Access Employment Education the ILC model including to facilitate positive and Training framework. cognitive change in participants. The ILC was designed in partnership with the University of The ILC at Lithgow Correctional Centre, Technology’s Designing Out Crime unit with opened in February 2014, is a conversion of the design process centred on stakeholder an existing building and specifically designed

41 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending input. The modular buildings were constructed AEVTI’s annual Quality Indicators Report, as part of the St Heliers portable housing in compliance with the standards for National industry, which provides inmates with training VET Regulator registered training organisations, opportunities to gain skills for work in the demonstrates the high quality of AEVTI services building and construction industries. and operations through an 89 per cent overall learner satisfaction rating and an 82 per cent In the year ahead overall employer satisfaction rating. The Mid North Coast and Lithgow ILCs each have a capacity for 40 inmate students, In 2013–14, AEVTI continued to provide which will be reached towards the end of 2014. accredited courses and nationally recognised qualifications. It worked to improve the literacy, Legal Literacy Program language and numeracy skills of all inmates The Legal Literacy Program was developed to a level equivalent to Year 10 standard, and in conjunction with Women’s Legal Services to provide further education and vocational NSW, Wirringa Baiya Aboriginal Women’s Legal training for inmates who need to improve Centre Inc., Hawkesbury Nepean Community their skills and qualifications for post-release Legal Centre and Legal Aid NSW with the employment. It also contributed to inmate aim of achieving formal literacy and numeracy readiness and motivation to participate in outcomes for inmates using the context of legal offence-related programs such as the Custody- information. Based Intensive Treatment Sex Offender Program and the Intensive Alcohol and Other In 2013–14, the program was delivered at four Drug Treatment Program through providing correctional centres, including the delivery of opportunities to develop functional literacy and a 40-hour course to inmates in the Additional effective communication skills. Support Unit at Long Bay which caters for inmates with intellectual disabilities. Legal Aid In the year ahead NSW provided a specialist in the new bail In 2013–14, AEVTI and Corrective Services laws to present a legal information session to Industries (CSI) were amalgamated following these inmates. a recommendation of the review into Offender Services and Programs. The combined Since the Legal Literacy Program launch in resources of the two business areas will be August 2013, there have been 42 enrolments, utilised to improve and increase supported six completions in Certificate I Access Work employment pathways for inmates, including and Training and 137 completed units of post release education, training and competency. employment opportunities. CSI provides The Adult Education and Vocational learning environments and AEVTI provides the Training Institute expertise to deliver flexible learning. The Adult Education and Vocational Training Workplace literacy and numeracy and Learn Institute (AEVTI) provides accredited courses to Work/Work to Learn spaces and vocational and nationally recognised education and skills centres will form part of the new model for vocational qualifications to inmates in all NSW the delivery of education and training. publicly operated correctional centres. TAFENSW – Corrective Services Memorandum of Understanding In 2013–14, AEVTI participated in an audit The 2011–2014 TAFENSW – Corrective process for re-registration as a training Services Memorandum of Understanding organisation conducted by the national (MOU) was extended until 30 June, 2015. VET regulator, the Australian Skills Quality This MOU builds on the established partnership Authority. In January 2014, AEVTI received and agreed principles in providing inmates in a five-year period of registration through to correctional centres with vocational education January 2019.

42 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending and training equal to that provided by TAFE The attainment of HRW licences and the GIT by NSW Institutes and Colleges in the wider offenders working in various CSI venues fulfils community. Both organisations work together the requirements of the Work Health and Safety to strengthen pathways for inmates to continue Act 2011 as stipulated by the WorkCover study and other training opportunities with Authority NSW. These credentials form part of a TAFE NSW post-release. work-readiness portfolio which can be used by offenders to gain employment across a number As per the MOU Financial Addendum 2013– of industries upon release. 14, Corrective Services provided TAFENSW with $2.45 million for the provision of training TAFE training outcomes within correctional centres, and an allocation In 2013–14, individual inmate enrolments to cover travel costs and security induction for TAFE training within correctional centres training for TAFE trainers and other personnel. totalled 7,272. The table below also highlights Corrective Service’s contribution includes the individual inmates who participated in TAFE $250,000 (equating to 1,968 hours of delivery) training and received WorkCover NSW GIT card from Corrective Services Industries (CSI) or HRW licence. specifically for the delivery of TAFE courses that are required to facilitate the attainment of Table 3.15 2013–14 inmate enrolments for TAFE training WorkCover NSW High Risk Work Licences and General Construction Induction Training (GIT). TAFE short courses Enrolments In 2013–14, 18,335 hours were provided to Aboriginal specific education 301 correctional centres for the delivery of TAFE Agriculture/rural skills 135 NSW courses to inmates as per the MOU’s Animal care 75 funding arrangements (excluding Junee and Automotive/mechanical training 128 Parklea Correctional Centres). Beauty skills training 32 Table 3.14 TAFENSW Delivery Hours Building and construction 251 Business studies 248 Target group 2012–13 2013–14 Cleaning operations 22 Aboriginal 3,648 3,480 Electrical 9 Women 1,850 2,302 Engineering 321 Young adult offenders 900 1,240 First aid 637 Juvenile offenders 150 200 Fitness/health 101 Disabled offenders 850 329 Forestry/sawmilling 51 General education 60 NSW WorkCover Authority Memorandum of Understanding Horticulture/agriculture 193 In January 2014, a new Memorandum of Hospitality and tourism 401 Understanding was signed between the Information technology 225 NSW WorkCover Authority and Corrective Laundry operations 11 Services NSW. A cooperative working Mentoring in the community 32 relationship is specifically required to facilitate Music 98 correctional centre inmates meeting the requirements for issuance of a General Occupational health and safety general 77 Construction Induction Training (GIT) card and Parenting skills education 32 High Risk Work (HRW) licence as required Powertools 9 under the WHS Regulation. Remove bonded asbestos material 80

43 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

TAFE short courses Enrolments Overall participation in education and Textiles/clothing production 12 vocational training programs Transport and distribution (warehousing) 131 The Adult Education and Vocational Training Visual arts 161 Institute provided a service to 8,749 inmates including 7,743 individuals enrolled in one or Ticket backhoe/FEL 43 more education and/or vocational training Ticket barista 206 course as part of their case management plan. Ticket dogging (WorkCover NSW) 11 This represents a very slight decrease on the Ticket elevated work platforms 6 previous year (0.5 per cent). (WorkCover NSW) Thirty four per cent of inmates (of those who Ticket forklift (WorkCover NSW) 296 had access) participated in an education and Ticket construction induction 424 vocational training program. This represents (WorkCover NSW) a minor decrease (2.5 per cent) on the Ticket RSA 7 previous year, attributed to the rapid rise in Ticket skidsteer 116 inmate numbers in 2013–14. This figure includes Ticket slewing crane up to 20 tonne 12 both publicly and privately operated correctional (WorkCover NSW) centres and is reported nationally in the Report Ticket stop-go-traffic control 9 on Government Services. Ticket test and tag 118 The number of Certificate courses completed Ticket workplace hygiene (food handling) 585 (all providers) was 325. This represents an 18 Total 7,272 per cent decline in certificate completions from the previous year. This can be attributed to 38 fewer traineeship completions in the period. AEVTI delivered certificate course completions were 23 per cent below the previous year.

Table 3.16 Target group individual participation

Target group Individual participants % of total enrolments % of inmate population 2012–13 2013–14 2012–13 2013–14 2012–13 2013–14 Aboriginal and Torres Strait Islanders 1,754 1,811 23 23 23 23.5 Culturally and linguistically diverse 2,032 2,061 27 27 28 19 Young adult offender 1,378 1,282 18 17 21 16 Women 915 955 12 12 7 7

Table 3.17 Statements of attainment for unit completions

2012–13 2013–14 AEVTI 7,414 7,556 Traineeships 3,180 2,074 Distance education 156 252 Total 10,750 9,882 (-8%)

44 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Table 3.18 Certificates completions

2012–13 2013–14 AEVTI 177 136 Traineeships 212 172 Distance education 11 19 Total 400 327 (-18%)

Table 3.19 Distance education courses and degree completions

2012–13 2013–14 Tertiary preparation programs 34 27 Diploma/associate degree/advanced diploma 9 6 Bachelor degree 6 5 Total 49 38 (-22.5%)

At the commencement of the 2013–14, 173 Inmate training and inmates were engaged in a traineeship. employment programs A further 342 inmates commenced a traineeship in this period and four inmates commenced an Traineeships for adult inmates apprenticeship (Retail Baking Certificate III or Furnishing Certificate III). The Corrective Services Inmate Traineeship In 2013–14, 519 inmates engaged in a traineeship Program continues under the administration or apprenticeship. This represents a 13 per cent of the NSW Department of Education increase in the number of trainees over the period. and Communities (DEC) as part of the Of these, 172 completed and 67 cancelled leaving Commonwealth Australian Apprenticeship a total of 280 inmates engaged in a traineeship/ Program. Inmate trainees engage in work with apprenticeship. Corrective Service Industries and undertake associated recognised training for a nominal More than 1,685 inmates have commenced period of 12 months or more. Upon completion, a traineeship since 2004, with 1,076 trainees receive a qualification from the completed and 280 still engaged. The overall registered training organisation delivering the completion rate of the traineeship program training and assessment as well as a Certificate is approximately 77 per cent. This compares of Proficiency from DEC. favourably with the national apprentice and trainees completions of around 55 per cent.

45 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Table 3.20 Inmate traineeships completed 2012–13 and 2013–14

Traineeships completed 2012–13 2013–14 Agriculture Certificate IV N/A 1 Agriculture Certificate II 2 N/A Animal Care and Management – Animal Studies Cert II N/A 3 Asset Maintenance – Cleaning Operations Certificate II 1 5 Automotive Services Automotive Vehicle Body (Paint Preparation) Certificate II 9 N/A Business Services – Business Administration Certificate III 13 7 Business Services – Business Administration Certificate IV 1 3 Business Services – Business Certificate II 12 3 Business Services – Business Certificate III 2 1 Business Services – Customer Contact Certificate II 3 1 Business Services – Customer Contact Certificate IV 1 1 Clothing Production (Complex or Multiple Processes) Certificate II 14 13 Clothing Production Certificate III 18 6 Construction Certificate II 13 3 Engineering – General Certificate II 12 11 Engineering (Production Systems) Certificate III 1 2 Electrotechnology (Career Start) Certificate II 8 N/A Food Processing Certificate II 18 17 Food Processing Certificate III 3 2 Forests and Forest Products (Sawmilling and Processing) Certificate II 2 10 Furnishing (Furniture Making) Certificate II 4 8 Health Services – Health Support Services (Laundry Support) Certificate II 8 2 Horticulture – Horticulture Certificate II 1 2 Hospitality (Kitchen Operations) Certificate II 2 7 Laundry Operations Certificate II 17 22 Laundry Operations Certificate III 7 1 Printing and Graphic Arts (Digital) Certificate II 1 2 Printing and Graphic Arts (General) Certificate II 11 6 Printing and Graphic Arts (Screen Printing) Certificate II N/A 5 Process Manufacturing Certificate II 5 6 Racing (Stablehand) Certificate II 2 N/A Recreational Vehicle Manufacturing Certificate II 2 N/A Textile Fabrication Certificate II 1 6 Textile Fabrication Certificate III 5 5 Transport and logistics (Warehousing Operations) Certificate II 9 10 Transport and logistics (Warehousing operations) Certificate III 1 1 Transport and logistics (Warehousing operations) Certificate IV 3 N/A Total 212 172

46 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Table 3.21 Inmate traineeships participants – calender year participation

2007 2008 2009 2010 2011 2012 2013 2014 Total Commenced 98 100 200 224 284 185 290 175 1,556 Completed 79 76 152 182 210 149 125 # 973 Engaged 112 168 280 Cancelled 19 24 48 42 74 36 53 7 303 % completions for year 80.6 76.0 76.0 81.3 73.9 80.5 * * Total ongoing completions 182 258 410 592 802 951 1076 # # Traineeships commenced in 2014 will not be completed until at least 2015 as Traineeship are for duration of 12 months or more. * Data not available as traineeships are continuing.

Corrective Services Industries CSI has also purchased and installed a pivot irrigator on the Dairy Farm at Emu Plains In 2013–14, Corrective Services Industries (CSI) Correctional Centre. This pivot irrigator has had continued to support programs to reduce re- a major impact on improving pasture quality offending by providing real work opportunities and the quantity of silage grown on the farm to inmates at 106 commercial business units leading to significant reductions in feed costs and 54 service industries within 26 correctional and improving the quantity of milk produced by centres. CSI focuses on increasing the number the cows. of inmate traineeships and work opportunities to enable inmates to gain employment in the In 2013–14, CSI purchased and commissioned community on release from custody. a new label print machine for most of CSI’s label requirements. Thirty million labels per year can During the year, 58 inmates successfully now be produced in-house which equates to CSI completed the Heavy Vehicle Driver Training savings of approximately $50,000 per annum. Program. This program allows approved inmates to gain a Heavy Rigid Driver’s Licence CSI was responsible for establishing work or upgrade their existing Truck Driver’s Licence positions for 177 of the 270 additional inmates with the aim of gaining related employment employed. Privately operated correctional upon release from custody. Of the 61 centres employed the remaining 93 inmates. participants released from custody who have completed this program, 40 have secured Corrective Services Infrastructure Group either full-time or casual employment. conducted a refit of the Recording Branch in the Downing Centre Court Complex. It also CSI continued with its self-sufficiency initiative constructed a new clinic within the Metropolitan by replacing and expanding the apple orchard Special Programs Centre (Area 2), with staff at Mannus Correctional Centre by six hectares and the labour of five inmates. The inmate’s using a trellis style planting system considered contribution significantly reduced the capital to be industry best practice. This will allow cost of the project and enabled the inmates to Corrective Services to be fully self-sufficient in improve their skills through their involvement in relation to the supply of apples to inmates as all facets of the construction project. part of their rations. Inmate employment CSI has established an in-house Buy-Up In 2013–14, 79.7 per cent of the eligible inmate Packaging Unit at Bathurst Correctional population was employed. This compares well Centre designed to provide inmates with the national average of 2012–13 (74.4 per with a range of high quality lower priced cent). In 2013–14, the average employment products by purchasing in bulk quantities rate for inmates in Corrective Services (publicly) and decanting and repacking into smaller operated correctional centres through CSI quantities. These items were selected was 84.8 per cent. through a consultation process with Inmate Development Committee representatives.

47 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Table 3.22 Inmate employment 2009–10 to 2013–14

2009–10 2010–11 2011–12 2011–12 2012–13 2012–13 2013–14 national national average average Not Not Inmates employed 5,569 5,801 5,435 5,170 5,440 applicable* applicable* Eligible inmates employed (per cent) 76.9 78.6 76.00 72.3 72.4 74.4 79.7

* There is a national standard for the percentage of eligible inmates employed only as the Australian jurisdictions vary greatly in size and a comparison of actual inmate numbers would be misleading.

Commercial performance www.csi.nsw.gov.au. In 2013–14, CSI provided sales of $91.8 million, In 2013–14, CICC had representatives from the a four per cent increase on the previous year’s NSW Business Chamber, Unions NSW, sales of $88.2 million. The gross return to Australian Industry Group, GEO Group Australia Corrective Services was $35.9, up from $30.1 Pty Ltd and the community. The remainder of million in 2012–13. the CICC is made up of Corrective Services staff including two staff acting as observers. Table 3.23 Commercial performance of Corrective Members of CICC are appointed by the Services Industries Attorney General and Minister for Justice and Commercial Sales Gross contribution approved by Cabinet. performance $ million (trading profit) $ million In 2013–14, representations from private 2005–06 49.6 18.6 businesses continued at a low level. This is a direct result of the formal processes covering 2006–07 51.0 18.7 the development and operation of Correctional 2007–08 54.9 22.1 Industry programs in NSW and the continued 2008–09 57.7 21.5 commitment of members of the CICC. 2009–10 64.0 25.7 In 2013–14, Council approved three business 2010–11 65.8 23.9 development opportunities that have the 2011–12 72.4 24.4 potential to provide over 70 employment 2012–13 88.2 30.1 opportunities to inmates. These opportunities were related to import replacement and to 2013–14 91.8 35.9 address an area where there was a shortage of Correctional Industries Consultative skilled labour. Council of NSW There was a continued focus on the provision The Correctional Industries Consultative Council of inmate employment through self-sufficiency of NSW (CICC) is an integral part of CSI. projects including production of beef, milk, The CICC has responsibility to monitor the vegetables, the maintenance of correctional development and operations of Correctional centres, laundry and buy-up operations. Industry programs to ensure they function CSI continued to market its products and sensitively in parallel with the private sector services to Corrective Services and other businesses. The role of the CICC ensures Government agencies. that CSI does not adversely impact upon CICC participated in the development of a other businesses and in particular community DVD designed to communicate to inmates and employment. The Council also has oversight of others its role in Corrective Services. the maintenance of a formal grievance handling system that is available on the CSI website:

48 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Work and Development Orders were 280 WDOs being managed by Corrective Services accounting for $1,465,350.24 of debt. The Work and Development Order (WDO) scheme was introduced by the Government In 2013–14, 34 offenders with an intellectual or to provide a non-monetary way for people to a cognitive disability in the Additional Support reduce their debts caused by non-payment Unit at Long Bay Correctional Complex of fines. participated in the WDO scheme. Of these offenders nine paid off their debt in full. The WDO scheme is jointly administered by the Department and State Debt Recovery Office Programs for juvenile offenders (SDRO). The scheme is open to people who have a mental illness, intellectual or cognitive disability, or a serious addiction to drugs or Intensive Supervision Program alcohol, or who are homeless or in acute The Intensive Supervision Program (ISP) economic hardship. The WDO scheme allows is employed with juveniles (10–18 years of eligible people with outstanding fines debt the age), who offend repeatedly and/or have option to resolve their fines debt by undertaking committed serious offences and is based on unpaid work, courses or treatment. an internationally-recognised multi-systemic therapy model. The program acknowledges the In 2013–14, SDRO approved 11,354 strengths of families and seeks to build upon WDOs and the Department approved an these strengths by empowering caregivers to additional 306 sponsor organisations. address systemic factors that predispose or maintain offending. Work and Development Orders for juvenile offenders The Program was established in 2008 at Juvenile Justice NSW is a WDO sponsor Newcastle and Western Sydney. An ISP team organisation. This means Juvenile Justice comprises four trained clinicians, a clinical can assess a young person’s eligibility for the supervisor and an Aboriginal team adviser scheme, submit an application and supervise who work systemically with each young person the young person’s participation. on an individual, family and community level. The Aboriginal team advisors work with Juvenile Justice can also refer a young clinicians, families and community agencies person to another approved WDO sponsor to ensure interventions are best matched to organisation if this is in their best interests. the needs and strengths of Aboriginal clients, In 2013–14, a total of 504 completed Orders families and communities. resulted in fines worth $360,595 being repaid. In 2013–14, 32 (91 per cent) of the 35 families Work and Development Orders for enrolled successfully completed the ISP. Of the adult offenders families served, 29 per cent (10/35) identified as Aboriginal and Torres Strait Islander. An internal Corrective Services was approved to administer review of outcomes for the families indicated WDOs in 2012. Inmates who meet one that 93 per cent of caregivers had parenting or more of the criteria are able to engage skills necessary to handle future problems, in programs to clear their fines registered 96 per cent had improved family relations with SDRO. They can count satisfactory and 96 per cent had an improved network of participation in alcohol and other drugs supports. A significant reduction in substance treatment, financial or other counselling and use by young people occurred as an outcome educational/vocational or life skills courses of the program. The review also showed that towards meeting the requirements. 90 per cent of caregivers were able to sustain In 2013–14, Corrective Services successfully the changes that occurred with their newly facilitated 571 WDOs, discharging a total acquired skills. debt of $878,591.95. As of 1 July 2014, there

49 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

The year ahead approximately 18 per cent of the offender population managed by Corrective Services. An evaluation of the program is being done by the Bureau of Crime Statistics and Research In 2013–14, Oberon Correctional Centre (BOCSAR). The University of Western Sydney continued a partnership with the Police is evaluating the family functioning component Citizens and Youth Club (PCYC) in offering of ISP. two Preventing Alcohol Related Crime (PARC) programs to more than 24 young people Changing Habits and Reaching Targets who came under NSW Police notice in the The Changing Habits and Reaching central west. Corrective Services provided Targets (CHART) program is a primary case experiential learning activities and adventure- management approach and way of working based challenges adapted from the young adult with young people subject to community offender program. This collaboration aims to supervision. divert young people from entering custody. CHART is a 12 module evidence-based program Satellite programs have been expanded to that uses a problem solving and cognitive address the needs of Young Adult Offenders behavioural approach to address clients’ (YAO), who are not able to attend the Gurnang criminogenic needs and ‘distorted thoughts’. Life Challenge at Oberon Correctional The program helps clients to recognise the Centre due to classification, association or factors that have contributed to their offending. medical issues. Focus has been on centres It also increases their capacity to make more with a high population of YAOs, primarily at pro-social decisions, by developing and Mid North Coast, South Coast, Wellington and rehearsing relapse prevention techniques. Dillwynia Correctional Centres. Four Adventure- Based Challenge Programs for young adult In 2013–14, 86 per cent of participants (1,319 female offenders were conducted at Dillwynia, young people) completed the CHART program. including a five-day Adventure-Based Challenge at Oberon Correctional Centre. Waratah Pre-Release Unit Program The Waratah Pre-Release Unit is an annexe to The Young Adult Satellite Program (YASP) Reiby Juvenile Justice Centre located outside continues to be facilitated for female offenders the secure perimeter. Waratah was opened in at Dillwynia Correctional Centre and young late 2010 and is a pre-release unit preparing offenders at Kariong Juvenile Correctional Centre. young people for return into the community. Motivational and attitudinal modules from the The Unit can accommodate 10 young people YASP have been incorporated into the Intensive from across NSW. Young people in the Unit can Drug and Alcohol Treatment Program (IDATP) attend work or study during the day, returning and Intensive Learning Centre (ILC) programs. to the centre each night. Young adult offender completion rates In 2013–14, staff and detainees from the Unit In 2013–14, the completion rate for Stage 3 participated in a number of volunteer community of the young male adult offender program partnerships including deck building at a local participating in the Gurnang Life Challenge at women’s shelter, constructing a children’s Oberon Correctional Centre was 52 per cent, playground for Camden Hospital and packing down from 68 per cent in 2012–13. As a result, food parcels for the local Aboriginal community. this program is undergoing redevelopment to better match the contemporary specific Specialised programs for criminogenic needs of young adult offenders. The completion rate for Stage 3 of the female young adult offenders young adult offender program participating in the In 2013–14, young adult offenders, aged Adventure Based Challenge was 84 per cent, between 18 and 25 years, accounted for increased from 67 per cent in 2012–13.

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Young adult offender participation rates Correctional Centres. This has had a positive impact on the readiness and participation rates In 2013–14, participation in the Gurnang Life of young adult offenders in education and Challenge increased by six per cent and the Compendium programs and for preparing those women’s Adventure-Based Challenge increased who will participate in the Gurnang Life by 12 per cent, compared to last year. Challenge. The decrease in participation of the In 2013–14, there was a strong focus on Young Adult Preparation Program was related introducing preparation programs for YAOs at to consolidating the structural changes to South Coast, Wellington and Mid North Coast preparation programs.

Table 3.24 Young adult offender programs (bracketed percentage shows variation from 2012–13 figures)

Program All offenders Offenders Sessions Offenders Sessions attending attending in attended in attending in attended in programs custody custody community community Adventure-Based Challenge ABC – women 56 (+12%) 56 (+12%) 418 (+8%) N/A N/A Gurnang Life Challenge 267 (+6%) 267 (+6%) 3,783 (+2%) N/A N/A Young Adult Preparation Program (YAPP) 46 (-75%) 46 (-75%) 117 (-77%) N/A N/A Young Adult Satellite Program (YASP) 68 (-14%) 68 (-14%) 591 (-18%) N/A N/A Total 437 (-22%) 437 (-22%) 4,909 (-8%) N/A N/A

Addressing risks of Transitional centres re‑offending for women The Bolwara Transitional Centre at Emu Plains and Parramatta Transitional Centre provide In 2013–14, 864 female inmates attended support for women approaching release programs that address risks of re-offending, an from custody. increase from 800 in 2012–13. Nine hundred Bolwara has a focus on Aboriginal women and ninety-nine female inmates participated in and provides support for women who have the Health Survival Program which links self- histories of alcohol and other drugs use and are management and understanding of threats to preparing for their return to the community. health with remaining drug free. At 30 June 2014, there were 16 women in residence of whom 11 (69 per cent) were The participation rate of female Aboriginal Aboriginal. inmates also increased with 713 Aboriginal women attending offence-related programs, The Parramatta Transitional Centre provides representing 38 per cent of all participants. support for female inmates serving longer sentences and who are preparing for release. In 2013–14, 350 female community-based In 2013–14, 16 new applicants were accepted offenders attended 2,186 program sessions into the program. Of these, 11 successfully addressing offending behaviour, a decrease completed the program and were released from 542 offenders and 2,811 sessions to parole; three were revoked (returned to in 2012–13. The highest attendance was for correctional centre custody). Five mothers Getting SMART, an alcohol and other drugs participated in the Mothers and Children’s program, followed by the Sober-Driver Program. Program (see page 75), with one full-time and eight children in occasional care.

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• e-learning modules to support the roll out Reducing re-offending in of the Cultural Respect Training. Aboriginal communities • Provision of cultural advice on policy and programs. “Our own data from literally thousands of standardised assessments tells us that The plan is being replaced by an annual education, employment and attitudes should Aboriginal Strategic Direction, which will be the focus of our case management and continue to focus efforts on delivering better intervention efforts for Aboriginal offenders. outcomes for clients in detention and in the community through a series of strategies We must pay special attention to the high across five key result areas. levels of trauma experienced by Aboriginal women. They have often been victims of Our Journey to Respect sustained violence and are significantly more Conducted by Juvenile Justice, Our Journey likely to have experience of mental illness than to Respect is a 14‑session group work non‑Aboriginal women. program designed for young Aboriginal offenders. It addresses all forms of violence against others This requires us to move to a skills-based and aims to motivate young people to make approach that supports Aboriginal offenders changes to violent behaviours through education, in desisting from crime, promotes personal skills development and pro-social mentoring. autonomy and encourages individuals to take Drawing on cognitive-behavioural, strengths- responsibility for their actions.” focused and narrative approaches, it includes Excerpt from the Strategy for supporting a number of elements essential for Aboriginal Aboriginal offenders to desist programming including consciousness-raising/ from re-offending (see page 59). empowerment, grief and loss and hope and healing.

Juvenile Justice Aboriginal and Torres Bundian Way Project Strait Islander Strategic Plan 2011–2013 The Bundian Way, listed on the NSW State The Aboriginal and Torres Strait Islander Heritage Register, is an historic Aboriginal Strategic Plan sets the direction of efforts in walking route spanning 265 kilometres the Division to reduce re-offending. A high from Targangal (Kosciuszko) and Bilgalera value is placed on finding, developing and (Fisheries Beach) connecting the highest part rolling out culturally appropriate, innovative and of the Australian continent and the coast. evidence-based programs that target areas In 2013–14, Corrective Services initiated of offending risk for Aboriginal youth. Some of the Bundian Way Project. The Project aims the achievements against the Plan in 2013–14 to reconnect inmates with community and included: culture to improve post release re-integration. • Monitoring of the Aboriginal and Torres It commenced with inmates from Cooma Strait Islander Recruitment and Retention Correctional Centre providing labour to the Strategy and the implementation of state Eden Local Aboriginal Lands Council for the wide Aboriginal Action Plans. Kiah Schoolhouse project and the Bondi Springs project. These experiences provide • The continuation of the Aboriginal inmates with Aboriginal cultural knowledge and Mentoring Program. learning skills through hands-on collaboration • The 2013 Aboriginal Staff Conference. and supports Aboriginal communities through • The rollout of the state wide Cultural the work projects. Respect Training.

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The Gundi Program the state and included film presentations, traditional bush tucker morning teas and The Gundi Program is run by CSI for Aboriginal cultural performances. male inmates at St Heliers Correctional Centre at Muswellbrook. It involves the manufacturing of modular homes for Aboriginal people in Programs for offenders with remote areas of NSW. This program seeks a disability to place inmates into employment and training on their release. CSI was presented The Offender Services and Programs with the Offender Management/Treatment review in Corrective Services (see page and Rehabilitation Award for the Gundi 60) led to the creation of a Special Needs Program by the International Corrections and portfolio. This portfolio amalgamated the Prisons Association. program functions of the statewide Disability Services (SDS), Additional Support Units (ASU), Aboriginal cultural awareness the Personality and Behavioural Disorders Unit, Acute Crisis Management Unit, Mum In 2013–14, the Aboriginal Strategy and Shirl Unit, Mothers and Children’s Program, Policy Unit of Corrective Services revised the Special Threat Group program and special accredited Aboriginal Awareness Training needs at the High Risk Management and Module for Corrective Services employees. Kariong correctional centres. This training module outlines the specific needs of Aboriginal and Torres Strait Islander offenders In 2013–14, the SDS continued to train and and highlights the importance of family links as support staff in correctional centres and in well as the underlying issues for offending. the community in managing offenders with disabilities. This helped reduce the demand Juvenile Justice has continued Cultural Respect on ASUs and allowed them to focus on offering training for staff across the state, improving more therapeutic and psycho-educational knowledge on the Juvenile Justice Aboriginal programs to offenders with disabilities. and Torres Strait Islander Cultural Respect The ASUs conducted comprehensive case Framework which provides for the building of planning, programs and therapy for up to 56 cultural competence when dealing with clients offenders with cognitive impairment and who and families in Aboriginal communities. are at a higher risk of re-offending or with a National Aboriginal and Islanders Day need for placement away from mainstream Observance Committee events correctional centres. In 2013–14, National Aboriginal and Islanders In 2013–14, there were, on average, 630 Day Observance Committee (NAIDOC) offenders with cognitive impairment in custody celebrations were held at Corrective Services on any given day. Offenders with a disability, locations throughout the state. Aboriginal staff who were able to function in mainstream including Regional Aboriginal Project Officers correctional centres, were provided with worked with correctional centre management support and equitable access to programs and to host these cultural days. Aboriginal Elders, services in locations closer to their families and community leaders and mentors attended community support systems. celebrations, which included inmates In 2013–14, nine offenders successfully performing traditional dances in conjunction graduated from the Self-Regulation with community entertainers. Inmates also Program for Sexual Offenders with cognitive exhibited their artworks. impairment (SRP-SO). This program is unique NAIDOC was also celebrated at Juvenile to Corrective Services in NSW and has been Justice Centres and Community Offices around developed to meet responsivity (matching

53 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending learning style with program intensity) of Referrals of frail aged inmates are made via offenders with a cognitive impairment to the Aged Care Bed Demand Committee which complete a Sex Offender Treatment Program. comprises Corrective Services and Justice In total, 32 minimum security offenders have Health and Forensic Mental Health Network completed the treatment since the program staff. This Committee continues to develop commenced and have either been released strategies to better manage older/frail inmates into mainstream correctional centres or to and assist them in adjusting and coping with the community. The SRP-SO moved from the ageing when serving custodial sentences. Additional Support Unit in Long Bay to the Custody-Based Intensive Treatment (CUBIT) Education and psycho-education program program, Long Bay, where sex offenders with participation for offenders with a disability cognitive impairment could receive similar In 2013–14, participation in education and services to sex offenders without disability. psycho-education courses for adult offenders In 2013–14, the ASU commenced the with a disability decreased. Self‑Regulation Program for offenders with Overall, there were slightly fewer referrals for cognitive impairment who commit violent each type of impairment aside from cognitive offences. The program can provide intensive impairment, which remained the same and treatment for up to 10 violent offenders with frail aged, referral which increased. cognitive impairment within an 18-month treatment plan. The program’s first participants are expected to graduate in 2014–15.

Table 3.25 Participation by offenders in education and psycho-education programs 2010–11 to 2013–14

Number of offenders Education and psycho-education programs 2010–11 2011–12 2012–13 2013–14 Education courses (internal) – total participants only, regardless of attending 310 382 398 218 multiple programs Education courses (internal) – total participants – with duplication for 196 633 657 534 attending multiple programs Education courses (external) e.g. OTEN, TAFE 97 157 87 171 Psycho-educational and skills programs e.g. problem solving, relationships, 54 106 91 25 communication Self-Regulation Program – Sex Offender (SRP-SO), Self-Regulation - 24 26 34 Program – Violent Offender (SRP-VO) and Self-Regulation Program – General Offender (SRP-GO) treatment programs Memory Retraining - 7 5 - Getting Smart - 44 74 14 Parole Workshop (new program) - - 28 -

54 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending

Referrals to Disability Services In 2013–14, statewide Disability Services received 1,088 referrals for 964 individuals for a range of possible impairments, down from 1,167 in 2012–13 for 937 individuals.

Table 3.26 Reasons for referrals to Disability Services 2010–11 to 2013–14

Main reasons for referrals to disability services 2010–11 2011–12 2012–13 2013–14 Suspected intellectual disability or borderline functioning 570 521 456 456 Suspected cognitive impairment including acquired brain injury 301 312 301 257 Suspected hearing impairment 134 102 85 81 Suspected vision impairment 61 45 62 60 Suspected mobility or physical impairment 319 175 191 155 Aged/frail offenders 106 48 29 32

Services for offenders with disabilities disability services from other agencies for the first time. In 2012–13, twice the number of In 2013–14, there were 4,081 service ADHC referrals was made with 46 accepted. occasions (e.g. individual contacts for referrals and assessments) delivered by State Disability Self-Regulation Program – Services for people with disabilities. The vast Violent Offenders majority of these (1,997) related to making In 2013–14, the Self-Regulation Program – decisions about placement in Additional Violent Offenders commenced. It is an intensive Support Units or other correctional centre 12-month Violent Offenders Therapeutic locations, providing advice about disability Program for high risk offenders with cognitive matters or program suitability (587), and impairments. This program includes strategies interagency contacts (517). Reports were also for ensuring these offenders with complex prepared and assessments conducted by all needs are retained within the Program. Corrective Services staff in relation to offenders and remandees with disability. Programs and services for In 2013–14, 66 screening questionnaires culturally and linguistically and 35 comprehensive neuropsychology assessments were completed on offenders with diverse offenders acquired brain injury (down from 150 and 67 In 2013–14, the number of adult inmates from respectively in 2012–13). There were 161 culturally and linguistically diverse (CALD) assessments and 158 follow-up assessments backgrounds was 2,005 (19 per cent of the (up from 158 and 145 respectively in 2012–13) total inmate population), which is 3.8 per cent conducted on offenders with sensory and less than in the previous year. The number mobility impairments, and a further 25 frail aged of community-based offenders from CALD assessments in 2013–14. These assessments backgrounds was 2,858 (19.3 per cent of the assist in case planning especially for high-risk total community-based offender population), offenders, who require specific supports in which is an increase of 2.6 per cent compared order to attend and complete criminogenic with the previous year. programs. In 2013–14, Corrective Services and Drug In 2013–14, Corrective Services made 22 and Alcohol Multicultural Education Centre referrals to Ageing, Disability and Home Care (DAMEC) agreed to expand the Transition (ADHC) and 14 offenders were accepted for Project arrangement to include a post-

55 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending release support stream for Arabic offenders in CALD programs and services transition from custody to the community. The In 2013–14, CALD offenders in custody and the Transitions Project now provides assistance to community accessed a range of education and Arabic and Vietnamese offenders who intend Compendium programs. to reside in Western and South-Western Sydney. Corrective Services and DAMEC There were 2,061 CALD inmates enrolled in signed a Service Partnership Agreement to one or more education and vocational training manage the implementation of the Transitions programs such as technology, visual arts, Project. The Agreement sets out Corrective hospitality and tourism. The number of CALD Services and DAMEC’s individual and collective participants in educational/vocational programs responsibilities with regard to the provision of was slightly higher than the previous year. assistance to Arabic and Vietnamese offenders, who are not subject to parole but intend to Two-hundred and fifty-eight CALD offenders reside in Western and South-Western Sydney. participated in Certificates 1 and 2 Spoken and Written English in which 182 modules In 2013–14, a total of 21 offenders (62 per cent) were delivered and 10 offenders attained their of all referrals to the Transitions Project were certificate, 67 CALD offenders enrolled in pre- made by Corrective Services staff. The referrals CSWE in which 31 modules were completed included 13 referrals to the Arabic and eight and four offenders attained their certificate. referrals to the Vietnamese Transition Worker. In 2013–14, 4,294 inmates enrolled in Engaging with the Muslim community Compendium programs such as alcohol, drugs and addictions, aggression and violence In 2013–14, Corrective Services established and readiness, of which 729 (17 per cent) a community engagement forum with Muslim were CALD inmates. The completion rate of leaders. The main focus of the forum was Compendium programs by CALD inmates to engage religious and community leaders was 76 per cent; nine per cent higher than the and groups to improve faith-based services, total inmate participant population. address issues of radicalisation and post- release support for Muslim offenders. In 2013–14, 2,583 community-based CALD offenders enrolled in Compendium programs. Corrective Services also sponsored a seminar This represents almost nine per cent of titled Beyond Punishment: Muslim Experiences community-based offenders. The completion of the NSW Correctional System, which was rate of Compendium programs among hosted at the Sydney Institute of Criminology, community-based CALD offenders was 66 University of Sydney Law School. The seminar per cent; the same as the completion rate for was attended by academics, practitioners the total community-based population. from government agencies and community organisations including religious leaders to Corrective Services and the Open Training and discuss a range of issues which focused Learning Network (OTEN) continued to offer a on prevention and correction, post-release language, literacy and numeracy program to experiences, resources, and challenges for offenders from CALD backgrounds at Fairfield Muslim offenders in custody and the community. Community Corrections. In 2013–14, 12 new CALD offenders on Good Behaviour Bonds and Corrective Services is working with religious Parole were admitted to the 20 week program leaders and engages with community which is funded by OTEN. organisations to help address the issues highlighted at the seminar with a particular focus on Friday prayer and fasting during Ramadan.

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Language services from cultural, linguistic and religious diverse backgrounds. In 2013–14, a one-day Cultural In 2013–14, Corrective Services expenditure Inclusiveness Training course was held at the on interpreter and translator services Queanbeyan Community Corrections office totalled $122,375. This is 30 per cent less with seven staff in attendance. This course is than in the previous year. This decrease a nationally accredited unit of competency. was attributed to a reduced need for A total of 127 new officers attended the Cultural translator services. Awareness component of the Community The Translator and Interpreter Services, Corrections Certificate 1 Primary Training. Community Relations Commission, Ethnic This figure was slightly higher than in the Interpreters and Translators and Sign Language previous year. The religious awareness training, Communications NSW (Deaf Society of NSW) Understanding of Islam and Muslims, was held remained the main providers of language at BFCSA and attended by 29 staff from across services to Corrective Services. the Department of Police and Justice. In 2013–14, CSI translated the Food Survey and the Work, Health and Safety Booklet into Arabic, New strategies, program Chinese, Spanish and Vietnamese. The Offender reviews and structural change Classification and Case Management Branch translated the New Reception Information: Development of the NSW Strategy to Your Time in a Court Cell fact sheet into Arabic, Reduce Re-offending Chinese, Spanish and Vietnamese. The targeted The financial and community costs of re- translations are intended to encourage offenders offending in NSW are considerable. According to have their say about the food survey, educate to recent figures from theBureau of Crime them about safety in the workplace and to Statistics and Research (BOCSAR), 15.2 per inform newly arrived inmates about services cent of adult offenders and 37.6 per cent in custody. of juvenile offenders are convicted for a re- In 2013–14, there were 69 recipients of offence within 15 months of attending court the Community Language Allowance for a previous offence. BOCSAR research also Scheme (CLAS) in custody and in the shows 60 per cent of adult offenders and 80 community, which is four fewer officers than per cent of juvenile offenders in NSW re-offend in the previous year. Notwithstanding the within 15 years of conviction. Sixty-one per cent decrease in the number of CLAS officers, of imprisoned offenders return to prison within Corrective Services continued to provide two years. simple language services to offenders in 36 In 2014, the Department commenced community languages. leadership of an inter-agency, cross-Cluster project to develop the NSW Strategy to Cultural and linguistic capacity building Reduce Re-offending. The Strategy aims to In 2013–14, Corrective Services conducted develop a plan to assist delivery on the NSW an online survey to identify the cultural and Government’s priority in NSW 2021 to reduce linguistic composition of its staff. Responses re-offending by five per cent by 2016. received from 995 of 6,860 staff (14.5 per cent) identified 191 (19.2 per cent) respondents to be Involving all Justice agencies and key justice- fluent in a second language. related stakeholders, a Strategy is being developed through detailed consultation Brush Farm Corrective Services Academy and review. The Strategy will create a connected (BFCSA) offers cultural awareness training criminal justice system to collectively prioritise to increase staff capacity to manage people re-offenders and implement a response to them

57 Chapter 3: Effective and efficient interventions and programs addressing risk factors for re‑offending that is swift, certain and tailored. This will mean offenders from a variety of cultural, linguistic that re-offenders are appropriately punished for and religious backgrounds. It adopts a risk/ their offending as soon as possible and in a way needs/responsivity model in the assessment, that supports them to avoid future offending. programming and service provision which takes into account specific health and mental In the year ahead health needs, alcohol and other substance High level agreement will be sought for the abuse, high rates of trauma, sexual and Strategy to Reduce Re-offending and action to physical victimisation histories experienced by implement the Strategy will begin. This will women offenders. include development and testing of new The strategy aims to increase program approaches with offenders, focusing on those participation and completion rates for all most likely to re-offend. women offenders to enhance their life skills, Review of program delivery for education levels and employment opportunities; juvenile offenders provide access to programs which focus on the best interests of their children and support Juvenile Justice operates a number of women offenders in fulfilling their responsibilities evidence‑based programs aimed at as mothers; and to decrease breaches of reducing recidivism amongst young people. community-based orders by women. The programs target key criminogenic areas such as drug and alcohol use, anti- The engagement with other government social behaviour, aggression and violence, and non-government agencies to enhance and sexual offending. The programs are successful re-integration of women on their delivered one-to-one with a young person release from the criminal justice system is vital and through family and group work. to achieving successful outcomes. To improve delivery of intervention programs Family Matters – a Strategy for Service to young people, a review of programs and and Program Provision to Children and specialist services was undertaken in 2013 and Families of Offenders the Programs Unit was decentralised in early The Family Matters Strategy acknowledges 2014. A new practice team was established to that supporting offenders to maintain review all Juvenile Justice-endorsed intervention relationships with families and friends can programs to evaluate their status and integrity contribute to their successful integration into of program delivery using an evidence-based community life. It recognises separation can put approach. enormous strain on family relationships already under social and economic pressure. In the year ahead The review conducted in 2013 will provide The strategy aims to reduce re-offending risks recommendations to increase the effectiveness through respectful and resilient relationships of existing programs. between offenders and their families, reduce intergenerational crime through meaningful New strategies in Corrective Services contact between children and their parent(s) who are under Corrective Services supervision Recognising Gender Difference – a and/or management, ensure enforced Strategy for Program and Service Provision separation between children and parents is not to Women Offenders exacerbated by the incarceration of a parent(s), This strategy involves a gender informed and ensure offenders are seen in the context multi-faceted approach that addresses of their family and parenting identities in all the needs of a diverse group of women program and service provision.

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The Strategy for Supporting Aboriginal Review of accredited programs and Offenders to Desist from Re-offending standards for adult offenders The focus of the strategy includes seeking In 2013–14, the Corrective Services Offender the formal involvement of Aboriginal Services and Programs branch completed community representatives in devising policies a series of reviews and initiatives aimed at and programs, increasing the engagement increasing offender program participation and participation of Aboriginal offenders in and completion rates. The focus was on evidenced-based and education/vocational re‑prioritising resources from readiness and and employment programs, increasing the low intensity programs towards treating high accountability of Corrective Services funded risk/high needs offenders in custody and in organisations that deliver services to Aboriginal the community. offenders and their families and increasing The content of the existing accredited the capacity and competence of Corrective programs was reviewed in line with the current Services staff to engage with Aboriginal research evidence around what works in offenders and their families. correctional programming, specifically for violent offenders and those with substance Reviews and restructures in abuse problems. Consistent with the Corrective Services Commission of Audit report, the intention was to reduce the existing number of programs and Community Corrections and Offender create a new suite of programs to meet the risk Management and Policy restructure and needs of more offenders, including those In 2013–14, within Corrective Services, with short sentences. both the Community Corrections and Offender In 2013–14, the Offender Services and Management and Policy subdivisions underwent Programs branch completed a revision of the a significant restructure, including a realignment Australian Program and Facilitation Standards of program resources and positions. For document endorsed by the Correctional example, Community Corrections implemented Services Administrators Council. This document a tiered model of supervision and case will inform evidence-based practice and be management in which offenders who pose the used to monitor the integrity of accredited greatest risk of re-offending and with potential programs. serious consequences (should re-offending occur) are specifically targeted for interventions. Training in program delivery In 2013–14, the Offender Programs Unit Offender Management and Policy commenced trained 306 Corrective Services staff and working within a new state-wide service external facilitators in basic or advanced delivery framework, which will deliver significant group facilitation skills as well as program efficiency outcomes as offender programs will content training. Research consistently be delivered by Corrective Services staff across demonstrates that for programs to be custody and community. During this transitional effective in reducing re-offending, program period, the number of participants of programs delivery needs to be facilitated by trained and in the community declined. skilled staff.

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In the year ahead The suite consists of the EQUIPS Foundation program and, according to the needs of the EQUIPS participating offender, EQUIPS Aggression, The content of the existing accredited programs EQUIPS Addictions or EQUIPS Domestic was reviewed in line with the current research Abuse programs. Each of these modules evidence around what works in correctional is 20 sessions each of two hours and will programming, specifically for violent offenders enhance the intensity of programming for and those with substance use problems. moderate risk offenders. All modules target the Consistent with the Commission of Audit report, empirically derived risk factors for offending. the intention was to reduce the existing number Offenders will develop an offence map of programs and create a new suite to meet and self-management plan specific to their the risk and needs of more offenders including individual needs. those with short sentences. The EQUIPS program suite will replace A new program suite called EQUIPS Personal Effectiveness Program, Managing (Explore, Question, Understand, Investigate, Emotions, The Best Bet, Dealing with Debt, Practice, Succeed) has been developed for Impact of Dependence and the current forms offenders identified at a medium to high risk of re- of Controlling Anger and Learning to Manage it offending and is to be implemented in 2014–15. and Getting SMART.

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Mid North Coast Correctional Centre

A new purpose-built Intensive Learning Centre (ILC) opened at the maximum security Mid North Coast Correctional Centre at Kempsey in April 2014. The new building is a state-of-the‑art, secure education facility. In its conception and construction, it represents an outstanding example of cooperation and creativity between custodial, teaching and Industries staff, staff from the Designing Out Crime Research Centre (DOC), University of Technology Sydney, inmates and community partnerships.

In 2012, Corrective Services engaged DOC Research Centre within the University of Technology Sydney to design a prefabricated and furnished, purpose-built complex. The facility has four classrooms as well as a library, teachers’ office, kitchen and outdoor learning spaces. The 13 prefabricated classroom and amenities modules were constructed at St Heliers Correctional Centre, Muswellbrook by Aboriginal inmates engaged in the Gundi employment pathway program and then transported to Mid North Coast Correctional Centre. These inmates were involved in all aspects of construction, from fabricating the steel chassis to erecting frames, plastering, installing services and erecting the distinctive wave-shaped roof. As part of the Gundi program, inmates worked alongside industry-sponsored vocational instructors. They also had the assistance of an employment mentor in transition planning and securing employment or further training on release.

The furniture was also designed by the DOC team through concept designs being translated into prototypes and then full scale production. These were then fabricated by inmates employed in vocational training programs in Corrective Services Industries at the South Coast Correctional Centre. Once modules and furniture were delivered to the site, local teams of overseers, contractors and inmates worked on site preparation before modules were craned over the fence and placed on foundations.

The created environment meets all security requirements while supporting the development of a community committed to learning by providing a space away from the normal gaol distractions that is both safe as well as stimulating and challenging.

The six-month full-time education program has now commenced within the new Intensive Learning Centre and is focused on competency-based learning. This includes the areas of literacy, numeracy, vocational skills, computer skills, and employability skills including communication, team skills, problem solving, creativity and critical thinking.

As well as achieving these outcomes, the new Centre has been designed to encourage offenders to cooperate, self-direct, set goals and engage in learning, develop pro-social skills, positive connection with family and community.

61 Community supervision is a flexible sentence Chapter 4 imposing a penalty within a framework of case management. In the NSW justice system, a diverse range of community-based court orders Strategic direction: includes community service, home detention and Drug Court Orders. Effective management Supervision in the community can involve a range of intervention strategies including and supervision participation in group work programs targeting of offenders in the offending behaviour. Supervising officers actively engage with the wider community to community facilitate links for offenders with appropriate services and support. Supervision requires regular contact with the offender and contact with significant people in the offender’s life as well as other checks on compliance.

In this chapter: • Managing adult offenders in the community

• Adult female offenders on community- based orders

• Community Impact Assessments

• Young offenders in the community

• Key service measures for young offenders in the community

• Programs supporting young offenders in the community

62 Chapter 4: Effective management and supervision of offenders in the community

allocated to further strengthen the management Managing adult offenders in of these offenders, with anticipated growth in the the community number of applications for these Orders. This includes the secondment of six police detectives In 2013–14, Community Corrections managed to the Corrective Services Investigation Unit to an average of 16,493 offenders on community- enhance supervision and monitoring of these based orders on any given day, provided offenders. over 23,500 pre-sentence reports to the courts, and more than 3,500 pre-release reports to the State Parole Authority. More than 400 Home Adult female offenders on Detention assessments were conducted. community‑based orders

In 2013–14, the focus has been on the In 2013–14, 2,449 female offenders were consolidation of the new service delivery model supervised in the community, representing 14.5 which adopts a new standardised approach to per cent of all offenders under supervision the management, and supervision of offenders. (up from 2,345 in 2012–13). Twenty-eight This has involved developing and refining training women were on Home Detention, 429 and systems, development of quality standards on Community Service Orders, 302 on and establishment of regional systems to assist court-based parole and 122 on State in oversight of higher risk offenders against Parole Authority Parole Orders, four on Bail service delivery standards. Supervision, 52 Drug Court participants, 132 on Intensive Correction Orders, 1,357 on Reviews of community-based operations were Good Behaviour Bonds and 320 had received re-commenced in 2014 against the newly Suspended Sentences. developed Standards for Community Operations with a schedule to include both metropolitan and regional locations. Community Impact Changes have also been implemented Assessments to the management of high risk sex and In 2013–14, Community Corrections Officers violent offenders subject to Extended completed 22,529 Community Impact Supervision Orders, including strengthening Assessments (CIA), an increase from 14,777 of offender scheduling regimes which ensures in 2012–13. The following table shows the their activities and whereabouts are known number of community offenders in each and approved on a weekly basis. An additional category of the CIA. $3.6 million, over the next two years, has been

Table 4.1 Community impact assessments 2012–13 to 2013–14 Intervention level Low – Low/Med Med Med/High – High 2012–13 2013–14 2012–13 2013–14 2012–13 2013–14 3 T3/Low – 497 767 T3/Med – 569 938 T3/High – 745 1,156 Monitoring level 2 T2/Low – 1,246 1,765 T2/Med – 1,320 2,115 T2/High – 1,047 1,695 1 T1/Low – 3,972 6,650 T1/Med – 3,937 5,425 T1/High – 1,328 1,945

63 Chapter 4: Effective management and supervision of offenders in the community

Tier 1 (T1) indicates lower supervision levels, These figures are also used to drive the whereas T3 offenders warrant the highest allocation of the necessary resources. level of monitoring. When combined with the LSI-R the matrix (see page 34) provides a clear The tables in this section show key service indication of the required mix of intervention measures for community-based orders and supervision (for example, T3/Low – high in 2013–14 and include year-on-year supervision, low intervention, T3/High – high comparisons. supervision and high level of intervention).

Table 4.2 Successful completion of community-based orders (per cent) 2009–10 to 2013–14

National average Type of order 2009–10 2010–11 2011–12 2012–13 2012–13 2013–14 Restricted movement1 82.96 90.51 90.24 88.52 74.3 90.48 Reparation2 83.20 83.19 83.08 81.25 74.0 79.04 Supervision3 80.63 78.65 78.78 76.88 72.0 72.86 Total % of completion 81.25 79.66 79.72 77.71 72.7 74.05 1 Home detention 2 Community Service Orders 3 Parole, Probation, Drug Court, Intensive Correction and Extended Supervision Orders.

Community-based orders for adult offenders yearly comparisons

Table 4.3 Home detention (restricted movement) 2009–10 to 2013–14

Service measures 2009–10 2010–11 2011–12 2012–13 2013–14 Monthly average supervised 148 126 92 84 84 % change -15.4% -14.9% -27.0% -8.7% 0.0% Annual caseload intake 298 236 189 152 173 % change -17.5% -20.8% -19.9% -19.6% 13.8%

Table 4.4 Community Service Orders (reparation) 2009–10 to 2013–14

Service measures 2009–10 2010–11 2011–12 2012–13 2013–14 Monthly average supervised 4,139 3,435 2,831 2,692 2,892 % change 1.2% -17.0% -17.6% -4.9% 7.4% Annual caseload intake 5,436 4465 4073 4071 4171 % change -5.8% -17.9% -8.8% 0.0% 2.5%

Table 4.5 Parole Orders (supervision) 2009–10 to 2013–14

Service measures 2009–10 2010–11 2011–12 2012–13 2013–14 Average supervised 4,309 4,314 4,416 4,530 4,511 % change 0.3% 0.1% 2.4% 2.6% -0.4% Caseload intake 6,324 6,156 6,191 6,218 6,380 % change 6.5% -2.7% 0.6% 0.4% 2.6%

64 Chapter 4: Effective management and supervision of offenders in the community

Table 4.6 Probation Orders (Supervision) 2009–10 to 2013–14

2009–10 2010–11 2011–12 2012–13 2013–14 Average supervised 10,600 9,479 9,683 9,549 9,464 % change -4.8% -10.6% 2.2% -1.4% -0.9% Caseload intake 14,933 14,316 14,321 13,820 13,486 % change -6.6% -4.1% 0.0% -3.5% -2.4%

Table 4.7 Intensive Correction Orders1 2010–11 to 2013–14

Service measures 2010–11 2011–12 2012–13 2013–14 Average supervised 118 633 948 1,108 % change N/A N/A 49.8% 16.9% Caseload intake 372 948 993 1,508 % change N/A N/A 4.7% 51.9% 1 Intensive Correction Orders were introduced in October 2010.

Table 4.8 Extended Supervision Orders 2009–10 to 2013–14

Service measures 2009–10 2010–11 2011–12 2012–13 2013–14 Average supervised 25 29 37 40 43 % change 108.3% 16.0% 27.6% 8.1% 8.5% Caseload intake 23 19 22 10 37 % change -30.3% -17.4% 15.8% -54.5% 270.0%

Table 4.9: Community-based orders caseload intake (total number of new cases)

Type of order 2009–10 2010–11 2011–12 2012–13 2013–14 Home Detention 298 236 189 152 173 % change -17.5 -20.8 -19.9 -19.6 13.8 Community Service Orders 5,436 4465 4073 4071 4171 % change -5.8 -17.9 -8.8 0.0 2.5 Parole Orders 6,324 6,156 6,191 6,218 6,380 % change 6.5 -2.7 0.6 0.4 2.6 Probation Orders 14,933 14,316 14,321 13,820 13,486 % change -6.6 -4.1 0.0 -3.5 -2.4 Intensive Correction Orders1 - 372 948 993 1,508 % change - -. - 4.7 51.9 Extended supervision Orders 23 19 22 10 37 % change -30.3 -17.4 15.8 -54.5 270.0 1 Supervision includes Parole, Probation, Drug Court, Intensive Correction and Extended Supervision Orders 2 Total offender is a unique count of offenders. As an individual offender may have an order in more than one category, this total figure is not equal to the sum of the individual order categories.

65 Chapter 4: Effective management and supervision of offenders in the community

Reports provided to courts and releasing authorities The tables below show, for 2013–14 and preceding years, reports provided to courts and releasing authorities and the percentage change from the previous year. The reports are: • pre-sentence reports • intensive Correction Order assessments • post-sentence assessments • pre-release reports.

Table 4.10 Pre-sentence reports 2009–10 to 2013–14

2009–10 2010–11 2011–12 2012–13 2013–14 Number of reports 26,633 23,891 21,079 20,743 20,291 % change -6.3% -10.3% -11.8% -1.6% -2.2%

Table 4.11 Intensive Correction Order1 Assessments 2010–11 to 2013–14

2010–11 2011–12 2012–13 2013–14 Number of assessments 1285 2428 2560 2895 % total change N/A 88.9% 5.4% 13.1% 1 Intensive Correction Order was introduced in October 2010. Table 4.12 Post-sentence assessments 2009–10 to 2013–14

2009–10 2010–11 2011–12 2012–13 2013–14 Home Detention 828 589 438 392 413 Drug Court 65 46 51 59 58 % total change (HD and Drug Court) -12.6% -28.9% -23.0% -7.8% 4.4%

Table 4.13 Pre-release reports 2009–10 to 2013–14

2009–10 2010–11 2011–12 2012–13 2013–14 Number of reports 4,013 4,087 4,063 3,563 4,024 % change 13.6% 1.8% -0.6% -12.3% 12.9%

Community Offender Support Program of the Campbelltown facility is the subject of a tender process for the not-for-profit and private In 2013–14, an internal review of the sectors. Community Offender Support Program centres identified opportunities to strengthen parolee It is anticipated that the Campbelltown facility, transition through the development of a mixed- under new management, will be accepting model of transitional support. This model better complex needs, homeless offenders from meets the needs of offenders across NSW early 2015. The Malabar facility in the Long and is aligned with the government-preferred Bay Correctional Complex is retained under Housing First scheme which includes wrap- Corrective Services management. around accommodation for stability. The resources from the Program closures In 2013–14, Program facilities at Penrith have been used to enhance transition support (Boronia), Kempsey (Swanson Lodge), Cooma, services for offenders exiting custody to parole Windsor (Bundaleer), Tomago and Wollongong as part of Corrective Services new Funded were closed. The management and operation Partnership Initiative.

66 Chapter 4: Effective management and supervision of offenders in the community

Partnerships and community engagement Council on Homelessness report (for people exiting custody), including the implementation Corrective Services builds collaborative of the Aboriginal Women Leaving Custody relationships with government and non- Strategy. government organisations to establish and oversee both custodial and community-based The Wentworth Forensic Clinic programs. Partnership In 2013–14, a strategic review of the The Wentworth Forensic Clinic (the Clinic) Community Funding Program (CFP) resulted was established in collaboration between in the launch of the Funded Partnership the School of Psychology, University of NSW Initiative (FPI). The FPI provides funding to and Corrective Services in February 2013. non-government and non-profit organisations The Clinic promotes excellence in the training with an emphasis on transitional and post and professional development of forensic release support services. The FPI’s budget psychologists in Australia and supports of $5.57 million per annum is greater than that research within correctional settings. of the previous funding program and covers services in three streams: Transitional Support, The Clinic delivers psychology services to Offenders’ Children and Family Support and offenders in the community who report to the Victim Support. In 2013–14, the focus has been City Community Corrections office. It offers on a new tender process for funding. supervised training to forensic psychology Masters students to work with offenders in a In 2013–14, Corrective Services managed a clinical setting as part of Corrective Service’s number of external and/or Corrective Services correctional psychology service. NSW-funded projects, totalling over $6 million. These projects included those funded by the In 2013–14, 217 offenders were referred to Drug Summit and the National Partnership the Clinic, an increase of 90 per cent compared Agreement on Homelessness (NPAH). to 2012–13. This helped reduce waiting lists of psychology services in Community Corrections Corrective Services and its non-government locations. Over 6,200 student placement hours partners met targets for its commitments were completed with an additional 2,200 hours under the NPAH. These included targeted of supervisory/clinical/research services. housing and support for women, sustaining tenancies in the far west, addressing the issue The Clinic also reviewed more than 60 disability of offenders being refused bail on the basis of referrals to access appropriate support homelessness and improving outcomes for services in custody and in the community. people exiting custody. Approximately 20 statewide Disability Service assessments were completed. A number of consultative and planning forums were held with key stakeholders, Cost of community-based correctional including Homelessness NSW, Federation of services Community Housing, government and non- In 2013–14, the operating costs of community- government agencies. Progress was made based correctional services per offender per on recommendations from the NSW Premier’s day continued to decrease.

Table 4.14 Cost of community-based correctional services per offender per day

National average 2009–10 2010–11 2011–12 2012–13 2012–13 2013–14 $23.20 $25.34 $26.66 $26.02 $22.97 $23.54

Note: Cost figures from previous years are revised by the Productivity Commission each year to reflect changes in the value of the dollar. They will, therefore, not match data published in previous annual reports.

67 Chapter 4: Effective management and supervision of offenders in the community

An aspect of every young person’s case plan is Young offenders in the participation in an evidenced-based, offence- community focused intervention program. These programs target specific needs such as antisocial The Juvenile Justice Division works with young attitudes, alcohol and other drug use and people aged 10–18 years (and up to 21 years violent offending. in some cases) referred by the court and police, through 35 community offices across NSW. Key service measures for Juvenile Justice provides supervision for young people who have received a community- young offenders in the based order such as a Good Behaviour Bond, community Probation, Community Service Order or Parole. Juvenile Justice staff work with these young The tables and graphs in this section indicate people, their families and other relevant services key service measures for young offenders to develop and deliver an individualised and in the community in 2013–14, and include comprehensive case plan aimed at addressing year‑on-year comparisons. offending-related needs.

Table 4.15 Young offenders in the community – key service measures 2013–14 Number Number of background reports and assessments completed for young offenders appearing at court 4,718 Number of community-based orders commencing 4,641 Number of individual young offenders commencing supervision in the community 1,931 Number of hours of community service work allocated to young offenders 16,799 Source: DJ/JJ Strategic Information System (SIS): Effective date 12 July 2014.

Community-based orders started and orders completed Figure 4.1 Number of community-based orders started 5,000 4,665 4,641 4,521 4,458 4,176 4,000

3,000

2,000

1,000

0 2009–10 2010–11 2011–12 2012–13 2013–14

Source: DJ/JJ Strategic Information System (SIS): Effective date 12 July 2014.

68 Chapter 4: Effective management and supervision of offenders in the community

Figure 4.2 Number of community-based orders completed 6,000 100

90 5,000 87.6 87.7 80 85.1 70 4,000 84.9 80.7 60

3,000 50

40 2,000 30

20 1,000 10

0 0 2009–10 2010–11 2011–12 2012–13 2013–14 No. completed Percentage completed

Source: DJ/JJ Strategic Information System (SIS): Effective date 12 July 2014.

Bail supervisions Figure 4.3. Number of bail supervisions

1,600 1,480

1,400 1,359

1,200 1,096

1,000

800 675 661 600

400

200

0 2008–09 2009–10 2010–11 2011–12 2012–13

Source: DJ/JJ Strategic Information System (SIS): Effective date 12 July 2014. Changes in 2010–11 have allowed greater structure and effectiveness to remand intervention services and assist the courts including: • providing immediate information to the court outlining supports for young • people granted bail • assisting the young person to find suitable accommodation if required • referring the young person to an alcohol and other drug rehabilitation service. Along with an updated policy agreement with the Children’s Court, this has resulted in a decreased need for Juvenile Justice staff to undertake bail supervision.

69 Chapter 4: Effective management and supervision of offenders in the community

Number of remand interventions Figure 4.4: Number of remand interventions

7,000 6,177 6,000 5,483 5,137 5,000 4,632

4,000 3,818

3,000

2,000

1,000

0 2009–10 2010–11 2011–12 2012–13 2013–14

Source: DJ/JJ Strategic Information System (SIS): Effective date 12 July 2014. Note: Remand intervensions are conducted by Juvenile Justice staff to assist young people in custody on remand to get bail.

Programs supporting young Services provided through the program are: offenders in the community • casework support, • crisis accommodation, Joint Support Program • long term accommodation, The Joint Support Program replaced the • employment placement and support and Community Funding Program from 1 July 2013. • family intervention. The new model replaced one-year with three- year funding contracts, allowing Juvenile Following a competitive tender process, 13 Justice and funded organisations to work more funding agreements were finalised. Client closely together over a longer period to ensure transition plans were implemented and the new the needs of young people under supervision service delivery commenced in July 2013. are met. Community Funding Guidelines The Program targets young people assessed In 2013–14, community funding guidelines were as having a medium to high level of offending developed to support the Program and assist related to risk and need. The model allows for staff in the broader administration of Juvenile strong collaboration with funded organisations Justice community funding. The guidelines (See appendix 12) and case management focus on roles and responsibilities of staff processes, client-focused strategies and regular dealing with funded programs and outline key review meetings to ensure target outcomes funding accountabilities. are achieved.

70 Chapter 4: Effective management and supervision of offenders in the community

Prevention of Homelessness Rural Residential Rehabilitation Services Juvenile Justice is committed to the Framework Rural Residential Rehabilitation Services for Multi-Agency Transition Planning to Prevent in Dubbo and Coffs Harbour provide a Homelessness (2012), an initiative under comprehensive treatment program for 13 NSW 2021 which sets out service principles for to 18-year olds with alcohol and drug related multi-agency collaboration to improve transition problems who have come into contact with the planning for people exiting care or custody. justice system or are at risk of offending. The program caters for up to eight adolescents at As part of this commitment, Juvenile Justice any one time in each location. has developed the Young People and Homelessness Policy and Strategic Plan. In the year ahead

National Partnership Agreement on Community and Practice Review 2014–15 Homelessness Projects Over the next financial year, the ongoing In 2013–14, with funds provided by the Community and Practice Review will identify Commonwealth government through ways to improve delivery of programs to the National Partnership Agreement on young people who offend and ensure there are Homelessness Projects, Juvenile Justice equitable resource allocations across the state. administered accommodation support for young people in: South Western Sydney, The review will consider: the North Coast and Riverina-Murray. • the current structure that delivers Juvenile Justice Community Services and Youth These projects target young people Justice Conferencing across New aged 13 to 18 years who have a history of South Wales; homelessness and complex needs which may include mental health and/or disabilities, • the roles of managers across the Division alcohol and other drug use and disengagement to identify the most effective functions from the school system. These services required to continue to meet division and have also been incorporated into a new client needs; and Specialist Homelessness Services Framework • the allocation of staff and managers in implemented by the Department of Family Juvenile Justice Community Services and Community Services. The services will offices based on trend-identified caseloads, be fully transitioned to the new framework client needs and community growth areas. by 31 October 2014 and will be managed through the Department of Family and Community Services from that time.

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Case study

Ben* was having difficulty controlling his drug and alcohol addiction which led him to offend and to leave the family home.

Under Juvenile Justice supervision, he agreed to attend the Program for Adolescent Life Management (PALM) Rehabilitation Centre in the ACT. PALM provides residential programs of up to three months for young people with serious alcohol and substance use problems. Following completion of the program in June 2014, Ben’s Juvenile Justice Officer arranged a job interview at a local business which had employed previous clients. Ben did well in the interview and was offered a position on a trial basis.

Ben’s Juvenile Justice Officer contacted his father and arranged a visit to the family home where they discussed Ben’s employment and the possibility of him returning home. Ben’s father agreed but told him he would need to abide by the house rules and if he did, the living arrangements could become long term. Ben’s father and stepmother were very supportive of Ben and happy about his employment opportunity.

Ben has not re-offended and has stabilised his life.

*Name changed.

72 Corrective Services NSW and NSW Juvenile Justice, respectively, manage adult and young Chapter 5 offenders who have received custodial sentences. In 2013–14, through these Divisions, the Safe, secure and humane Department had oversight of 31 correctional facilities with a daily population up to 11,021 management of offenders adult inmates and seven Juvenile Justice in custody centres with a daily average of 314 juvenile detainees. Beyond maintaining required standards for a safe, secure and humane environment, many of those facilities also provide opportunities for inmates and detainees to engage in learning, develop work skills and deal with health issues. Participation of inmates and detainees in these types of programs contributes to much improved chances for rehabilitation and successful re-integration with the community on their release. In 2013–14, the Department appointed an Inspector of Custodial Services with the Office of the Inspector of Custodial Services becoming operational on 1 July 2014. The Inspector presented his first report in May 2014 which included an observation that, in NSW, overall, a ‘volatile and fragile inmate population is managed with professionalism and humanity’. In this chapter: • Adult offenders in custody • Adult offenders: key indicators 2013–14 • Child Contact Assessments • Kariong Behaviour Management Program • Intensive Drug and Alcohol Treatment Program • Health Promotion Programs for adults in custody • Videoconferencing and family video contact • Visitor Information Volunteer Scheme • Official Visitors • Correctional centre standards • Performance of privately operated correctional centres • Providing safe and secure care for juveniles in custody

73 Chapter 5: Safe, secure and humane management of offenders in custody

• Key service measures for juveniles in five coronial inquests and 28 Corrective in custody Services investigation reports into deaths in • Health services for juvenile detainees custody. Custodial Corrections continued to manage an extensive capital works project to • Behaviour Intervention Framework for remove obvious hanging points in those cells juvenile detainees accommodating inmates at risk of self-harm or • Educational and vocational programs for suicide. The project is aligned with Coroner’s juvenile detainees recommendations and includes proactive measures to identify, manage and monitor the • Juvenile Justice Centre achievements psychological wellbeing of inmates at risk. • Juvenile Justice protocols and service level agreements Reception screening and induction In 2013–14, there were 16,083 admissions • Juvenile detainee classification, placement of fresh custody inmates into correctional and transport centres. Each of these inmates were provided • Juvenile Justice Quality Assurance with comprehensive intake assessments and screenings to ensure new inmates are safe and are assessed for immediate risks such as Adult offenders in custody self-harm and urgent needs. These inmates Custodial Corrections of Corrective Services received this screening within 36 hours of their NSW is responsible for delivering effective arrival into custody. and efficient services to ensure safe, secure Female offenders in custody and humane management of offenders in correctional centres. As at 30 June 2014, there were 686 women in NSW correctional centres, representing 6.5 In 2013–14, Corrective Services successfully per cent of total inmate population. This is responded to unprecedented growth in inmate an increase from 651 compared to the same numbers significantly increasing demand on period last year, which represented seven per infrastructure and staffing resources. cent of the inmate population. The number of Aboriginal female inmates increased Area 1 of the Metropolitan Special Programs from 184 in 2012–13 (28 per cent of the total Centre at the Long Bay Correctional Complex female inmate population) to 225 in 2013–14, was re-opened and refurbished with capacity to representing 33 per cent of the total female house 300 maximum security inmates. inmate population. In 2013–14, Custodial Corrections facilitated In collaboration with the Justice Health and access to inmates by the Royal Commission Forensic Mental Health Network, the Silverwater into Institutional Responses to Child Sexual Women’s Correctional Centre provided a range Abuse, the Commission established to identify of services including assessments and treatment how institutions managed and responded to for female inmates with mental health issues. allegations and instances of child sexual abuse. In 2013–14, the Mental Health Screening The Royal Commission began visiting NSW Unit treated 143 women (increased from 229 correctional centres in 2014, and will continue in 2012–13). The Mental Health Step Down in 2015, to enable inmates to participate in Unit assisted 72 female offenders (increased private sessions and provide information of their from 64 in 2012–13). Staff at the Mum Shirl experiences. Unit, a specialised unit for female offenders In 2013–14, Corrective Service’s Management with complex psychological, behavioural and of Deaths in Custody Committee responded personality issues, admitted 293 women to formal recommendations handed down (increased from 292 in 2012–13).

74 Chapter 5: Safe, secure and humane management of offenders in custody

Mothers and Children’s Program six to 12 years of age may participate in the occasional residency program during school In 2013–14, 29 mothers and 45 children holidays and weekends. participated in the Mothers and Children’s Program at the Jacaranda Cottages, There was an increase in referrals and Emu Plains Correction Centre and the participation rates compared to 2012–13. Parramatta Transitional Centre. Children up to school age can be accepted into the full-time residency program. Those from

Table 5.1 Participation in the Mothers and children’s program 2012–13 to 2013–14 with variance from 2012–13 in brackets

2012–13 2013–14 Referrals 103 119 (+16) Women approved overall 13 17 (+4) Women approved full time residence 2 9 (+7) Women approved occasional residence 6 4 (-2) Women approved full time and occasional residence 5 4 (-1) Children overall participation 22 26 (+4) Children full time residence 7 20 (+13) Children occasional residence 15 6 (-9)

Adult offenders: key indicators 2013–14

Escapes from custody The tables in this section contain key Corrective Services indicators for 2012–13 and figures from previous years. Rates of escapes In 2013–14, escape rates from secure custody decreased against the national average for the previous year. Escape rates from open custody increased marginally against the national average. There was one escape from a secure correctional centre.

Table 5.2 Escape rate (per 100 inmates) 2009–10 to 2013–14

Rates* 2009–10 2010–11 2011–12 2012–13 National average 2013–14 2012–13 Open 0.06 0.60 0.34 0.17 0.23 0.31 Secure 0.01 0.02 0.05 0.02 0.03 0.02

* National Correctional Indicators counting rules.

75 Chapter 5: Safe, secure and humane management of offenders in custody

Number of escapes The table below shows the number of escapes from custody from 2009–10 to 2013–14.

Table 5.3 Number of escapes 2009–10 to 2013–14

Number* 2009–10 2010–11 2011–12 2012–13 2013–14 Open 2 22 12 6 12 Secure 1 1 3 1 1 * National Correctional Indicators counting rules. Number of escapes by security level/program 2009–10 to 2013–14 The table below shows the number of escapes by security level/program from 2009–10 to 2013–14.

Table 5.4 Number of escapes by security level/program 2009–10 to 2013–14

Security level breached 2009–10 2010–11 2011–12 2012–13 2013–14 Full-time custody From within maximum security - - - 1 - From within medium security - - 2 - - From within minimum security 2 20 12 5 12 Adjacent to maximum/medium - - - - - Escorted – other (e.g. hospital) 1 3 - 1 1 Escorted external work party 2 3 8 2 2 Escorted external sports/educational excursion - - - - - Day/Weekend leave - - - - - Unescorted education programs 1 1 - - - Work release program 1 1 - 1 1 Other unescorted authorised absence - - - - - Court complex 1 1 1 - 3 Transport (including transfers) 1 - 1 - - Full-time custody total escapes 9 29 24 10 19 Rate per 100 offender years1 0.09 0.29 0.25 0.10 0.18 1 Rates of escape from full-time custody (including correctional centres, transitional centres and court complexes) are based on full-time inmate daily average population. Inmate movements The table below shows the number of inmate movements, by category, from 2009–10 to 2013–14.

Table 5.5 Number of inmate movements1 2009–10 to 2013–14

Category 2009–10 2010–11 2011–12 2012–13 2013–14 Prison to prison 47,777 45,467 46,337 52,000 55,385 Prison to hospital 294 290 293 326 347 Prison to court 107,144 83,320 82,209 87,062 92,730 Prison to other 5,422 5,246 5,984 8,057 8,582 Total 160,637 134,323 134,823 147,445 157,044 1 Includes only those movements conducted by the Court Escort Security Unit.

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Assaults Rate of assaults In 2013–14, the prisoner on officer assault rate decreased and remained below the national average for 2012–13. The serious prisoner on prisoner assault rate increased slightly to 0.36, but was still well below the national average (0.65) for the previous year. Prisoner on officer assaults* (per 100 prisoners) Table 5.6 Prisoner on officer assaults (per 100 prisoners) 2009–10 to 2013–14

Category 2009–10 2010–11 2011–12 2012–13 National average 2013–14 2012–13 Serious 0.00 0.00 0.02 0.01 0.06 0.00 Assaults 0.56 0.34 0.65 0.58 0.79 0.55 *This data is not strictly comparable with the national average because other jurisdictions may define assaults differently in NSW. The assault rate is calculated as the number of victims of violent physical attacks reported over the years, divided by the annual average prisoner or detainee population, multiplied by 100.

Prisoner on prisoner assaults* (per 100 prisoners) Table 5.7 Prisoner on prisoner assaults* 2009–10 to 2013–14

Category 2009–10 2010–11 2011–12 2012–13 National average 2013–14 2012–13 Serious 0.15 0.13 0.19 0.28 0.65 0.36 Assaults 13.43 13.06 12.27 14.86 9.22 14.20 * This data is not strictly comparable with the national average because other jurisdictions may define assaults differently than NSW. The assault rate is calculated as the number of victims of violence physical attacks reported over the year, divided by the annual average prisoner or detainee population, multiplied by 100.

Apparent unnatural deaths in custody In 2013–14, there were no Aboriginal deaths from unnatural causes in custody. The rate of unnatural deaths in custody decreased from 0.08 to 0.04 which was below the national average (0.05) in 2012–13.

Table 5.8 Apparent unnatural deaths in correctional custody 2009–10 to 2013–14

Category 2009–10 2010–11 2011–12 2012–13 2013–14 Indigenous 1 1 1 - - Non-Indigenous 4 10 5 8 4 Total 5 11 6 8 4

Table 5.9 Apparent unnatural causes in correctional custody (death rate per 100 inmates)

Category 2009–10 2010–11 2011–12 2012–13 National average 2013–14 2012–13 Indigenous 0.04 0.04 0.05 0.00 0.01 0.00 Non-Indigenous 0.05 0.13 0.07 0.11 0.07 0.05 Total 0.05 0.11 0.06 0.08 0.05 0.04

Note: The number and rates of deaths may change from previous years where the apparent causes are amended following coronial inquiries. Previous year figures have been amended in some cases to align with national counting rules.

77 Chapter 5: Safe, secure and humane management of offenders in custody

Out-of-cell hours per day In 2012–13, Corrective Services adopted a different interpretation of the Report on Government Services (ROGS) counting rules to not only include inmates being locked in a cell but also in a wing/unit. This accounts for the fact that the 2012–13 out-of-cell hours for open security were reduced significantly. This is closer to the out-of-cell hours registered for 2008–09 when the same ROGS counting rule interpretation as used in 2012–13 was applied.

Table 5.10 Time out-of-cell (hours per day) 2009–10 to 2013–14

Category 2009–10 2010–11 2011–12 2012–13 National average 2013–14 2012–13 Open 19.1 19.1 18.2 10.5 13.00 10.5 Secure 6.7 7.0 6.9 6.2 9.2 6.9 Total 11.2 11.4 11.0 7.8 10.00 8.2

Table 5.11 Annual trends in the inmate population 2009–10 to 2013–14

Financial year Full-time % change in Lowest Highest Difference between lowest custody daily average from daily total daily total and highest daily total average1 last year No. % of average 2009–10 10,352 2.8 10,124 10,482 358 3.5 2010–11 10,094 -2.5 9,859 10,364 505 5.0 2011–12 9,752 -3.4 9,548 10,012 464 4.8 2012–13 9,808 0.6 9,574 10,071 497 5.1 2013–14 10,447 6.5 9,925 11,021 1,096 10.5 1 Includes correctional centres, transitional centres and court cell complexes (24 hour and other).

Visits from families and friends

Table 5.12 Visits from family and friends 2009–10 to 2013–14

Visits 2009–10 2010–11 2011–12 2012–13 2013–14 Number 214,746 210,335 193,262 180,382 187,840 Rate per 100 prisoners 20.74 20.83 19.81 18.38 17.98

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Legal status of full-time custody offenders Table 5.13 Legal status of full-time custody offenders1 held as at 30 June 2013 by Aboriginality2 and gender

Legal status Aboriginal/Torres Non-Aboriginal/ Aboriginality Total Strait Islander Torres Strait Islander unknown Male Female Male Female Male Female Male Female Sentenced, no appeal current Full-time sentence 1,498 117 4,845 313 15 - 6,358 430 Appellant 60 8 196 16 1 - 257 24 Forensic patient3 12 - 59 - 1 - 72 - Fine default ------Periodic detention 1 1 6 - - - 7 1 Sub-total sentenced 1,571 126 5,106 329 17 - 6,694 455 Remand/trial 546 75 1,916 133 90 18 2,552 226 Awaiting deportation ------Awaiting extradition ------Civil prisoner - - 1 - - - 1 - Total 2,117 201 7,023 462 107 18 9,247 681 1 Includes offenders held in gazetted correctional centres, transitional centres, police/court cell complexes and periodic detention centres. 2 Aboriginality as self-reported on reception into custody. 3 Includes correctional patients.

Cost of custodial services In 2013–14, the overall recurrent cost per inmate per day decreased significantly and remained below the national average of the previous year.

Table 5.14 Cost1 of custody services per inmate per day

Category 2009–10 2010–11 2011–12 2012–13 National average 2013–14 2012–13 Open $188.71 $188.69 $197.26 $164.13 $200.07 $156.24 Secure $228.11 $216.86 $226.53 $203.18 $227.32 $194.04 Total $213.81 $206.48 $215.76 $188.82 $221.92 $180.15 1 Cost figures from previous years are revised by the productivity commission each year to reflect changes in the value of the dollar. They will therefore not match data published in previous annual report

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Correctional centre utilisation This national standard was established in the 1970s, however, approximately 50 per cent In 2013–14, the increase in the rate of of NSW correctional centres were built prior correctional centre utilisation reflects the to the establishment of this standard. As a steady increase in the inmate population result, Corrective Services utilisation rates may since July 2012. appear inflated. Design Capacity is defined by the Productivity Corrective Services endeavours to keep Commission’s Report on Government Services an operational accommodation buffer to as the extent to which each correction centre’s accommodate the fluctuating population. original design capacity, that is, the number of prisoners it was originally designed to house, plus any newly built accommodation is meeting the demand for prison accommodation.

Table 5.15 Rate of correctional centre utilisation 2009–10 to 2013–14 Category 2009–10 2010–11 2011–12 2012–13 National average 2013–14 2012–13 Open 102.9 100.0 93.4 91.9 90.2 107.5 Secure 113.3 104.1 97.0 99.5 99.1 110.5 Total 109.4 102.6 95.6 96.6 96.0 109.4

In 2013–14, the Unit received 779 information Child Contact Assessments exchange requests primarily from Family Corrective Services Child Protection and Community Services. Information was Co-ordination and Support Unit works also provided to the NSW Police Force Child collaboratively with other agencies such as Protection Unit in relation to Prohibition Orders. Family and Community Services, the NSW There have been 135 exchange requests Police Force, Housing NSW and SHINE for between Housing NSW related to registered Kids to address issues relating to families and offenders since January 2014. The Unit children of offenders. processed 20 requests to assist the NSW Police Force Child Protection Unit seeking a The Child Contact Assessment Policy requires court ordered Prohibition Order. inmates, who have been charged with or are convicted of an offence involving a child, to be In 2013–14, the Unit handled 3,041 enquiries assessed if they wish to have contact visits with from Corrective Services staff as well as children. In 2013–14, 497 inmates were identified enquiries from other government and non- under this Policy. Of those, 82 carer consent government agencies. These enquiries applications were received for assessment. predominantly related to case management, Of these applications, 49 were approved. placement of offenders in the community, child wellbeing and child protection issues.

Table 5.16 Child protection assessments

Referrals, requests and assessments 2010–11 2011–12 2012–13 2013–14 Inmates referred to the Child Protection Co-ordination and 424 425 526 497 Support Unit for review, processing and/or assessment under Child Contact Assessment Policy Number seeking child visits 202 221 200 240 Assessments prepared 82 109 108 82 Applications approved N/A N/A 78 49

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The cognitive-behavioural program offers Kariong Behaviour group involvement, peer support, education Management Program and vocational training as well as assistance to offenders who return to the mainstream Corrective Services has managed the Kariong custodial environment or re-integrate into Juvenile Correctional Centre since 2004. the community. Kariong Juvenile Correctional Centre currently houses juveniles who have been charged with In 2013–14, 237 offenders participated in the serious offences or who have a high security IDATP program and 154 new participants classification due to behavioural issues. entered the program, resulting in a total of 8,925 sessions attended. In total, 62 In 2013–14, 62 young male offenders offenders completed the treatment components (aged 16–21) participated in the four-stage of the program and progressed to maintenance version of the Kariong Behaviour Management programs in other correctional centres or on Program, designed to reduce anti-social supervised parole. Treatment practice has behaviour by rewarding positive and pro-social been improved so that a re-integration plan behaviours. This is an increase in participation is developed within the first four weeks of compared to 60 offenders in 2012–13. the program. Improvements in attitude and behaviour were On successful treatment completion, rewarded with varying access to privileges, participants move into the final phases including longer out-of-cell hours, increased of IDATP. The Maintenance (re-integration) phone call allowances and access to activities. Phase is eight weeks in duration and consists All juveniles were required to attend education of weekly recovery meetings and planning a activities with a focus on vocational courses participant’s re-integration back into community as well as development of key learning areas. or transition to another centre. In addition, 53 young male offenders participated in group programs and 35 participated in the Post-treatment support is provided by Young Offender Satellite Program. Corrective Services staff in partnership with other organisations. Telephone support is Intensive Drug and Alcohol provided to individuals who are placed in other centres or in the community to provide Treatment Program support, advice and guidance. Two dedicated Throughcare and Placement Officers ensure In 2013–14, the Intensive Drug and Alcohol re‑integration is given the highest priority. Treatment Program (IDATP) expanded to deliver multi-site operations for both male and female offenders on the John Morony Complex. In the Health promotion programs for final quarter of 2013–14, the IDATP for women, adults in custody Yallul Kaliarna, was established at Dillwynia Correctional Centre and will be operational In 2013–14, 3,004 inmates participated in in 2014–15. The operational capacity for the the Health Survival Tips Program, down program reached 127 and is scheduled to seven per cent on 2012–13. This program is increase to full operational capacity of 300 an important part of the strategy to prevent treatment places in 2014–15. the transmission of communicable diseases, especially blood-borne viruses such as The IDATP is based on a specialised hepatitis B and C and HIV. therapeutic approach to treat drug and alcohol dependence and offending behaviour.

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services such as SHINE for Kids and the Video conferencing and family Community Restorative Centre. Sessions video contact were also facilitated at court houses in Moree, Wagga Wagga, Walgett and Batemans Bay. In 2013–14, Corrective Services facilitated 38,996 court and NSW State Parole Authority In 2013–14, the Internet Protocols (IP) appearances via video conferencing, representing Migration Project continued to convert video 57.4 per cent of all court appearances. conferencing systems to operate on a secure All offenders appearing in front of the State and more cost effective network. More than 97 Parole Authority did so via video conferencing. per cent of correctional centres with video conferencing facilities are now on the new A total of 192 Family Video Contact sessions IP network. were organised in conjunction with support

Table 5.19 Court appearances facilitated by video conferencing 2009–10 to 2013–14

Court appearances facilitated by video conferencing 2009–10 2010–11 2011–12 2012–13 2013–14 Number 31,345 35,045 31,234 35,703 38,996

Table 5.20 Family contact sessions facilitated by video conferencing 2009–10 to 2013–14

Family contacts sessions facilitated by video conferencing 2009–10 2010–11 2011–12 2012–13 2013–14 Number 54 34 103 168 192

Aboriginal Family Video Contact Scheme correctional centre can be a stressful experience, particularly for first-time visitors and providing The Family Video Contact Scheme provides an support and accurate, relevant information effective alternative for Aboriginal families and is vital. kin to remain in contact with family members who are in custody. The scheme addresses The Visitor Information Volunteer Scheme the barriers that prevent families and kin from was introduced at the Metropolitan Remand maintaining contact including financial hardship, and Reception Centre in late 2012 as a joint transport constraints and large geographical venture between Corrective Services and distances. In 2013–14, family video contact Prison Fellowship NSW/ACT. The Scheme was operated at Walgett, Moree and Wagga Wagga. designed to enhance services to visitors with volunteers helping to ease the tension of first- Visitor Information time visitors. Volunteer Scheme In December 2013, Corrective Services and Prison Fellowship Australia NSW/ACT marked The Department recognises the importance of the first anniversary of the successful scheme family contact with offenders in custody and the with the re-signing of the Service Partnership critical role of family relationships in transitioning Agreement to continue for a further 12 months. offenders into the community. In 2013–14, volunteers at the Metropolitan Corrective Services provides a number of Remand and Reception Centre assisted 25,796 services to facilitate contact between inmates visitors with assistance, in particular, with the and their families, including children. Visiting a iris scanner, metal detector and X-ray machine.

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Official Visitors Minimum Standards (Operating Specifications) Junee Correctional Centre met the stated Official Visitors reported making 1,335 visits performance outcomes of the minimum to 42 correctional facilities during the year. standards that were reviewed during the Inmates raised 6,163 matters with Official contract year. Visitors which were recorded as complaints. The categories of complaint most often raised Conclusion were medical issues, property, buy-ups, food, GEO Group met its contractual obligations for and offender services and programs. operating Junee Correctional Centre for the contract year 2013–14. Correctional centre standards Parklea Correctional Centre – In 2013–14, the Standards for Public Performance Assessment Report Correctional Centre Operations (Security Compliance with the requirements for the and Inmate Management and Services) Performance Linked Fee (PLF) were developed and implemented with a pilot program of operational reviews being It was determined that 93 per cent of the PLF conducted at correctional centres across NSW. funds be paid to GEO Group for the operation of Parklea Correctional Centre for the contract year to October 2013. Performance of privately operated correctional centres Contract Management Plans that outline how Corrective Services will manage, monitor and Corrective Services Monitors provided report on compliance with the Management quarterly reports assessing the performance Agreements for the operations of the two of the privately operated Parklea and Junee privately operated correctional centres have Correctional Centres with details of compliance been revised to comply with requirements against the requirements for the Performance of the Justice Procurement Accreditation Linked Fees (key performance indicators). Stipulations – Custodial Outsourcing Category. This included validation of data provided by The Corrective Servicesd Operational GEO Group Australia Pty Ltd (GEO Group) Performance Review Branch has updated and specified within the Management monitoring manuals to ensure alignment with Agreements. The Monitors also assessed category management strategies. performance of the two centres against various operating specifications. Providing safe and secure care Junee Correctional Centre – Performance for juveniles in custody Assessment Report Compliance with requirements for the Juvenile Justice custodial services provides Performance Linked Fee (PLF) secure and safe care for young offenders It was determined that 97 per cent of the PLF sentenced to custody or who are remanded to funds be paid to GEO Group for the 2013–14 custody in a Juvenile Justice centre pending contract year for the operation of Junee finalisation of their court matters. Correctional Centre.

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Seven Juvenile Justice centres across NSW • educational and vocational programs provide: in partnership with the Department of Education and Communities • counselling and programs to enable young people to address their offending behaviour • individual case management, including and other related issues such as drug and/ assessments to identify the appropriate or alcohol abuse offence-focused interventions to be delivered to young people in order to • a full range of health services provided by the address the needs of those in custody and Justice Health and Forensic Mental Health plan their community re-integration. Network, including identifying disabilities

Key service measures for juveniles in custody

Table 5.21 Young people in custody: key service measures 2013–14

Average daily number of young people in custody 315 Average daily number of young women in custody 24 Average daily number of young people of Aboriginal and/or Torres Strait Islander background 150 Average daily number of young people serving custodial sentences 155 Average daily number of young people remanded in custody awaiting court proceedings to be finalised 159

Source: DAGJ/JJ Strategic Information System (SIS). Effective date 12 July 2014.

Average daily number of young people in custody Table 5.22 Average daily number of young people in custody

2009–10 2010–11 2011–12 2012–13 2013–14 Number 434 392 353 324 314

Rate of safety/security breaches per 1,000 admissions Table 5.23 Rate of safety/security breaches per 1,000 admissions 2009–10 to 2013–14

Rate of safety or security breaches per 1,000 admissions: 2009–10 2010–11 2011–12 2012–13 2013–14 Number of deaths in custody - - - - - Self-harm incidents 36 25 43 54 57 Assaults on staff 10 6 4 4 5 Detainee on detainee assaults 68 53 60 57 59 Escapes from secure perimeter 1 - - - - Security breaches1 9.7 13.3 17.1 22.0 15.5

Source: DPJ/JJ RPE Live Database. Extracted 12 July 2014. As this is taken from a live database, figures are subject to change. 1 This is the rate of incidents involving telephone threats, unauthorised entry, refuse direction and disturbances per 1000 admissions to custody. Previously reported was the rate of participants of all security breach incidents per 1000 admissions to custody.

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Average weekly number of young people in custody by legal status: 2013–14 Figure 5.1 Average weekly number of young people in custody by legal status: 2013–14

Source: DJ/JJ Strategic Information System (SIS). Effective date 12 July 2014.

Admissions to Juvenile Justice centres

Table 5.24 Admissions to Juvenile Justice centres

2009–10 2010–11 2011–12 2012–13 2013–14 Remand to control 472 427 498 416 387 Control 162 148 146 152 186 Remand 4,439 4,768 4,088 3,469 3,111 Total 5,073 5,343 4,732 4,037 3,684

Source: DJ/JJ Strategic Information System (SIS). Effective date 12 July 2014 1 Remand to control are admissions on remand which become control orders during a continuous period of custody.

Length of stay for young people in custody on remand (in days) Table 5.25: Length of stay in custody on remand by days

2009–10 2010–11 2011–12 2012–13 2013–14 Average 15.8 13.1 14.6 14.1 16.5 Median 1 1 1 1 1

Source: DJ/JJ RPELive Database. Extracted 12 July 2014. As this is taken from a live database, figures are subject to change.

Note: This counts all remand discharges in the counting period and calculates the length of stay in days from admission date. For remand stays that become control stays the sentence date is used as the end date of the remand period.

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Length of stay for young people in custody on control Table 5.26: Length of stay in custody on control by days

2009–10 2010–11 2011–12 2012–13 2013–14 Average 121.7 126.7 104.8 109.2 106.9 Median 88 79 58 65 61.5 Source: DJ/JJ RPELive Database. Extracted 12 July 2014. As this is taken from a live database, figures are subject to change. Note: This counts all control discharges in the counting period and calculates the length of stay in days from admission date. For remand stays that become control stays the sentence date is used as the start date of the control period.

Proportion of young people with a remand episode who receive or do not receive a control order within 12 months Table 5.27: Proportion of young people with a remand episode who receive or do not receive a control order

Control orders 2008–09 2009–10 2010–11 2011–12 2012–13 Received 16.7% 17.2% 16.0% 17.2% 19.3% Not received 83.3% 82.8% 84.0% 82.8% 80.7% Source: DJ/JJ Strategic Information System (SIS). Effective date 12 July 2014. Note: This table counts a young person’s first remand admission to custody in the counting period and then counts any subsequent control admission within the next 12 months. Thus, a year needs to elapse to be able to determine if a subsequent control admission has occurred. The 2012–13 data reports on the first remand admission in that period and any subsequent control admission in 2013–14.

with JH&FMHN staff to determine strategic Health services for juvenile directions in collaborative practice, promote detainees best practice in service delivery, ensure effective use of joint resources and deliver The Justice Health & Forensic Mental Health professional development utilising the expertise Network (JH&FMHN) is responsible for of each agency. providing health and medical services to young people in Juvenile Justice centres. All Juvenile Justice centre medical clinics operate seven Behaviour Intervention days a week. The clinics are managed by Framework for juvenile JH&FMHN and staffed by registered nurses, who provide a range of health services and detainees coordinate visits from general practitioners, The Detainee Behaviour Intervention Framework dentists and psychiatrists. (DBIF) provides staff working in custodial Pre-release planning for young offenders environments with a framework for the effective includes ensuring they are connected to management of detainee behaviour. community health and medical services before A key feature of the Framework is the their release date. This may involve referring incentive scheme. This provides consistency young offenders to the Community Integration across all centres in detainee case Team to facilitate access to services. management interventions by standardising Juvenile Justice’s Principal Psychologist incentives for detainees who meet casework and Operations Unit staff meet bi-monthly targets and behaviour goals.

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A weekly client assessment meeting is National Rugby League (NRL) conducted with each detainee to improve In League In Harmony is a six-week program communication between detainees and that deals with disengagement covering a range staff and provide detainees with smaller, of issues such as bullying, support networks achievable weekly casework targets and and the ability to dream. This program was behaviour goals. It allows detainees to reflect held at Cobham Juvenile Justice Centre and on the consequences of their behaviour and incorporated an in-class session with a football be involved in developing individual strategies skills session resulting in the development of to address these behaviours. the Cobham Unite Blades Oz Tag team. The Operations Unit and Information Management team at Juvenile Justice, have Save The Children developed and implemented an electronic Save The Children has been attending Cobham behaviour module into the Client Information Juvenile Justice Centre for the past six months Management System over the past two years. facilitating a range of program sessions and one-on-one mentoring. Program sessions The module provides a consistent and effective include creative art activities and living skills method of documenting detainee behaviour, programs that incorporate cooking and as well as strategies and interventions budgeting, in addition, working individually with undertaken to address behavioural concerns. detainees to assist with school work and writing The module also provides transparency and letters for court. access across all units of the division. Sydney University Law School Educational and vocational A mentoring team from Sydney University Law programs for juvenile detainees visits Juniperina Juvenile Justice Centre to run information-based sessions on topics such In 2013–14, Juvenile Justice centres offered a as teamwork, role models and leadership, range of educational and vocational programs debating and resourcefulness. to young people in partnership with the following external agencies. Karitane Karitane delivers the Family Matters Program Henry Kendall High School at Juniperina Juvenile Justice Centre. Each week, detainees from Frank Baxter This program educates young women on Juvenile Justice Centre assist disabled children pregnancy, sexual health, positive life choices, from Henry Kendall High School to participate healthy relationships and child development. in recreational activities including swimming It also assists young women who are expecting and bowling. a child, or are already mothers, to build positive parenting relationships with their children. Newcastle University The Wollotuka Program allows detainees Tharawal Aboriginal Corporation from Frank Baxter Juvenile Justice Centre Tharawal Aboriginal Corporation, Djurali staff and to participate in art workshops and to be members from the Tackling Tobacco and Healthy introduced to university life with tours of the Lifestyle team attended Reiby Juvenile Justice campus. Artwork, completed by young people Centre to carry out health promotion activities in participating in this program, is currently on the form of interactive educational games. display at the Gosford Regional Art Gallery.

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Jacaranda Festival in computers, TV production, graphics, music and public speaking. Detainees perform as TV Acmena Juvenile Justice Centre’s Us Mob presenters to record stories which are then Aboriginal Dance Group was invited to broadcast through the internal television system. participate in Grafton’s annual Jacaranda Festival parade held on 2 November 2013. Us Mob consists of detainees and staff who Frank Baxter Juvenile Justice Centre regularly perform at community festivals, In 2013, Frank Baxter Juvenile Justice Centre schools and aged care facilities. won the Premier’s Award for Strengthening the Environment and Communities, for their IGNITE Mentoring NSW Police Force Puppy Raising Program. IGNITE, in collaboration with Riverina The program, which builds empathy and Juvenile Justice Centre, partners detainees responsibility in detainees, sees NSW Police with local mentors to provide them with puppies raised by detainees before they move support and assistance in transitioning back on to more intensive police training. into the community. IGNITE’s main aim is to reinvigorate change for the rest of the Junperina Juvenile Justice Centre detainee’s future. In partnership with the Sunning Hill School, the Junperina Juvenile Justice Centre entered One Community National Rugby chickens into the 2014 Royal Easter Show as League (NRL) part of the NSW school egg laying competition, The NRL visited Orana Juvenile Justice Centre run by the Royal Agricultural Society of NSW. in early 2014 to deliver their program, Dream – The chickens received sixth place overall and Believe – Achieve, facilitated by three former seventh place for their eggs. The chickens NRL stars from the Raiders, Bulldogs and are an important element of the Stephanie Dragons teams. The program aims to motivate Alexander ‘Harvest Program’, which allows young people to make positive decisions to detainees to experience fresh food production help turn their lives around. from the garden to the plate and educates them in healthy and sustainable living. Juvenile Justice centre achievements Reiby Juvenile Justice Centre At Reiby Juvenile Justice Centre, community During 2013–14, young people from Juvenile members regularly attend the centre to Justice centres across the state participated watch the Aboriginal multicultural production, in a range of activities in which they attained We the Mob, created by the collective efforts personal and group goals. These achievements of centre staff and participating detainees. included cultural and sporting activities, Detainees are taught the dances and contribute contributions to the wellbeing of members to production and performance. of the community, maintenance work on community facilities and reduction of debts Acmena Juvenile Justice Centre payable to the State Debt Recovery Office. Acmena Juvenile Justice Centre is the first to implement a successful strategy to recruit Cobham Juvenile Justice Centre people from Aboriginal and Torres Strait At Cobham Juvenile Justice Centre, Islander backgrounds into Youth Officer roles. the multimedia Change TV program As a result of the strategy, four Aboriginal focuses on teaching and developing skills people were recently appointed to permanent

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Youth Officer positions. Aboriginal staff, in the for working together. These agreements aim region, were instrumental in promoting and to develop a collaborative relationship with young participating in the initial information night people in both custody and the community. by speaking to an audience of more than 60 Aboriginal men and women about the various In 2013–14, Juvenile Justice updated MoUs work roles available within Juvenile Justice. and agreements with: Access and equity for potential employees • NSW Department of Education and was enhanced by Division staff being available Communities to assist individuals with the technical aspects of applying online. Ten Aboriginal • NSW Department of Family and people completed the Induction, Training and Community Services Assessment Program and have commenced • Registry of Births, Deaths and Marriages. work as casual Youth Officers.

Orana Juvenile Justice Centre Juvenile detainee classification, The Lincoln Education and Training Unit at Orana placement and transport Juvenile Justice Centre, in collaboration with the Royal Flying Doctor Service (RFDS), has seen Classification and Placement Unit construction of a third go-kart for donation to The Classification and Placement Unit is the RFDS. The go-kart was produced as part of responsible for the security classification of a program that gives detainees an opportunity young offenders in custody, using the Objective to obtain a TAFE Certification in Small Motors. Classification System, which assigns a security Previous go-kart donations have raised close rating to the detainee’s assessed level of risk. to $5,000 for the RFDS. It also co-ordinates the placement of all young offenders within Juvenile Justice centres, as Riverina Juvenile Justice Centre well as transfers between Juvenile Justice and In 2013, several young Aboriginal Wiradjuri Corrective Services NSW. detainees from Riverina Juvenile Justice Centre In 2013–14, 3,040 detainees were classified created artworks, which were donated to the with 1,556 being the initial classification Affinity Intercultural Foundation. The foundation of a young offender on entering a Juvenile organises cultural tours to Turkey and the Justice centre. A detainee’s classification artworks were given as gifts to hosting families. may be reviewed due to a change in his or Riverina Juvenile Justice Centre has a long her legal status, as the result of an incident tradition of providing artworks that showcase or intelligence, due to critical dates or as a local Aboriginal culture with paintings by scheduled review. During the year, 1,484 review detainees on display at the local hospital and classifications were completed. community parks. Court Logistics Unit Juvenile Justice protocols and The Court Logistics Unit coordinates service level agreements and transports young offenders for court appearances at the Children’s, District and Juvenile Justice has developed Memoranda of Supreme Courts. The unit staffs the Bidura Understanding (MoU), Protocols and Service Children’s Court in Glebe, Campbelltown Level Agreements with other services and Children’s Court, Parramatta Children’s Court, agencies to outline agreed terms and conditions Broadmeadow Children’s Court and Woy Woy

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Children’s Court. The unit also coordinates and and education to young people on their legal undertakes the state-wide secure transportation rights and responsibilities and ensures they of young offenders between Juvenile Justice have access to appropriate and timely support centres and from Juvenile Justice centres to and representation. correctional centres. In 2013–14, 2,945 state-wide transport Juvenile Justice Quality movements were undertaken, involving 5,679 Assurance young people. For some court matters, the unit manages video conferencing, which has The Juvenile Justice Quality Assurance increased significantly from 568 in 2005–06 Framework (JJQAF) applies to all operational to 4,212 in 2013–14. areas of Juvenile Justice including detention centres, community services, youth justice Table 5.28 Number of movements and conferencing and court logistics/transport. detainees 2009–10 to 2013–14 In line with the 2014 Quality Assurance and Financial year Movements Detainees continuous improvement process, annual 2009–10 4,056 9,569 reviews were conducted at each Juvenile Justice centre from February to July 2014. 2010–11 3,511 8,732 The community quality reviews commenced in 2011–12 3,468 7,939 March and will be finalised in November 2014. 2012–13 3,173 6,439 An audit of the quality assurance process 2013–14 2,945 5,679 was completed by the NSW Internal Audit Bureau in 2013. IAB made a number of Video conferences recommendations and all of these were In 2013–14, 48.54 per cent of legal matters for implemented in 2014, resulting in a more juvenile detainees were held by audio visual link, streamlined, efficient and effective quality rising from 46.45 per cent in 2012–13. assurance continuous improvement system.

Legal assistance In 2013–14, legal assistance to young people in custody was provided by the Visiting Children’s Legal Service. Legal Aid provides information

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Story:

Frank Baxter Juvenile Justice Centre won the 2013 Premier’s Award for Strengthening the Environment and Communities for their NSW Police Force Puppy Raising Program.

The award recognises projects that improve people’s lives by protecting natural environments and building strong communities.

The Puppy Raising Program started in early 2013 with two labradors, Bella and Nyx, and has since grown to include four more labradors and a springer spaniel. A number of young detainees participated in the program which aims to build empathy and responsibility in the young detainees and also improve relationships between detainees and police officers.

91 In 2013–14, access to justice services in NSW was enhanced across the Department. Chapter 6 The court system, in particular, improved services with wider use of new digital technologies with justice processes streamlined Strategic direction: for speed and accuracy. In the area of crime research, database technologies delivered a tool for ready public access to Department High quality client information. In addition to improving the user experience services in digital space, a major capital works program for court improvements, across the state, is continuing to deliver, improved amenity for many court users including appropriate access for people with disability and modern standards of privacy and security for staff, legal professionals, accused, litigants and police officers. The Department continues to invest in programs engaging with people from diverse cultures and different abilities to ensure equitable access to the justice system. Recognition of these efforts in community engagement includes an inaugural award for Best Practice by the NSW Council for Pacific Communities. Both for the broader community accessing justice services, as well as in its engagement in communities with unique needs, the Department is committed to and active, across all Divisions, in identifying and responding to existing and emerging client needs. In this chapter: • Consolidation of tribunals in NSW • Introducing an online court registry • A new system for jury management • Expansion of the Courts Service Centre • New and refurbished courthouses • Crown Solicitor’s Office • Improving access to information about crime in NSW • Families and Friends of Missing Persons: Promoting inclusion through connection, accountability and consultation • Serving justices of the peace and the community • A high quality legal profession

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across each of NCAT’s four divisions was 105 Consolidation of tribunals per cent, a figure including some legacy matters in NSW from previous tribunals, indicating it is keeping up with its workload. During 2013, more than 20 of the state’s tribunals were consolidated into the NSW The year ahead Civil and Administrative Tribunal (NCAT) to In 2014–15, NCAT will pilot an online dispute provide a new one-stop-shop for specialist resolution service and expand existing online tribunal services. lodgement services. The consolidation followed a report from the NSW Legislative Council Standing Committee Introducing an online on Law and Justice, which recommended an court registry integrated Tribunal to provide: The Legal eServices Project has expanded • improved customer service through a the reach and ease of access for clients to centralised contact point, consistent court‑related processes through delivery client service standards and a broader of the Online Registry website, launched in geographical reach February 2014. The Online Registry is an • improved transparency and quality of interactive portal, integrated with the courts’ decision-making through consistency in case management system, JusticeLink, standards, processes and professional providing web-based Supreme, District and development, and Local Court registry services for the legal • efficiencies gained through economies profession, litigant organisations and the public. of scale. Court clients no longer have to contact or visit a NCAT, established on 1 January 2014, deals registry in person to obtain case information or with a broad range of matters, from tenancy lodge a court form and can, online: issues and building works, to decisions • lodge and pay for the majority of civil on guardianship and administrative review court forms of government decisions. Four divisions • access court sealed documents use various alternative dispute resolution approaches to assist in meeting the objective of • view and manage case information delivering services that are prompt, accessible, • search for a court listing date economical and effective. • publish and search for probate notices. NCAT has registries in Sydney Central Business District, metropolitan and regional The Online Registry provides easy access to areas with hearings held in up to 70 locations court services for regional and remote NSW and across the State. Its website www.ncat.nsw. interstate users. There has been a significant gov.au provides access to information and reduction in the turnaround time for processing resources, and eServices – including NCAT forms lodged online. Approximately 50 per Online for lodging a range of applications over cent of online forms and court listing times the internet. are processed automatically with court sealed document and listings available within minutes By 30 June 2014, NCAT had received and other forms and listings processed within close to 39,300 applications, held more than one business day and often within two to 51,400 hearings across metropolitan and three hours. Turnaround time for equivalent regional NSW, and had resolved or disposed of over-the-counter transactions has been more than 41,200 matters. The clearance rate recorded at up to one week.

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As a result of the number of documents filed Airport ticketing style printers at each centre online, there has been a further 14 per cent have reduced paper waste by more than 30 reduction in hard copy civil forms filed at NSW’s per cent. largest registry during the first quarter of 2014. In the first six weeks of operation, from The Online Registry has also enabled the May 2014, the public interface, juror.nsw.gov.au, establishment of a centralised registry for achieved an uptake of over 13,000 registered processing forms filed online, the eRegistry. users by the end of the financial year. While the eRegistry is still in pilot stage, initial analysis has indicated a doubling of Other jurisdictions across Australia have efficiency through use of this centralised shown interest in the approach. The open- processing group. service architecture that was employed means future enhancements and changes can be The range of services available on the Online easily accommodated and the business Registry will continue to expand over the has ownership of the rules changes, reports coming year. and process changes. The new system includes a comprehensive audit service to A new system for jury track every transaction and event in order to management provide data and reports.

Jury service is an essential part of the NSW court Expansion of the Courts system. Every year in NSW over 200,000 Service Centre citizens are summoned or receive notification they have been placed on a jury roll. In 2013–14, The Courts Service Centre answers calls traditional manual and paper based processes, from 8.30 am–5.00 pm for jury, telephone in use for over 20 years, were replaced to payments for all registries, Supreme Court, meet contemporary court requirements and to Downing Centre and John Maddison Tower accommodate related legislative change. Registries (Local and District) and 28 Court locations (Local and District). The Service The new Jury Management System (JMS), Centre answers over 50,000 calls per month. progressively implemented during 2013–14, is a modern, user-friendly and mobile service The Service Centre had an increase of 5.5 significantly improving the jury processes for per cent in calls answered, and 20 per staff and the NSW public. Potential jurors can cent increase in payments and receipts now self-serve through an easy-to-use interface from 2012–13. Over $10 million and 30,000 to find information, make electronic payments transactions were processed in 2013–14. and receive notification about adjournments or cancellations. The system has effectively Two courts were added to the Service Centre in responded to legislation changes by allowing 2013–14 bringing the total to 28 courts. jurors to specify inconvenient dates for jury service. The new system has reduced back- New and refurbished office processing by reducing complexity and double-handling of juror and case information. courthouses The service enables jurors to engage in a faster Renewal of infrastructure improves delivery and a more effective check-in process at jury and access to justice services, ensuring the assembly areas. Downing Centre check-in efficiency of our courts to a standard expected times improved from three hours (average) by the community. down to 35 minutes. Requests from potential The Department continued to deliver major jurors to be excused and applications for works including a new courthouse at exemption have a much faster processing time. Coffs Harbour and Armidale, the construction

94 Chapter 6: High quality client services of the Newcastle Justice Precinct and major The online tool has information on: renovations and construction of Wagga Wagga, • more than 60 offences from murder to Wollongong and Hornsby Courthouses as offensive language well as upgrades at a number of courthouses including Penrith Courthouse ($4.2 million), • criminal activity in geographic areas by Local Manly Courthouse ($2.5 million) and Maitland Government Area, postcode or suburb Courthouse ($1.1 million). • multiple covariates such as alcohol involvement, domestic violence related, Crown Solicitor’s Office premises type, age and gender of victims and offenders, and On 24 February 2014, the Crown Solicitor’s • data from 1995 to the present. Office (CSO) became a public service executive agency related to the Department of Attorney The Crime Tool not only offers an unprecedented General and Justice (the Department of volume of crime data but does so through an Justice), with the Crown Solicitor as head of the easily navigable interface. Simple technical agency under Schedule 1 of the Government requirements mean that no downloads or Sector Employment Act 2013 (the Act). specialist software applications are required. Accordingly, the CSO now prepares its own The Crime Tool is intended for use by a range of Annual Report and in the 2013–14 year, users from the general public to crime prevention this covers the period 24 February 2014 professionals. Lay users can start returning basic to 30 June 2014. The 2013–14 year was a very information with a few key strokes while complex successful one for the CSO. Details of the CSO’s and specialised requests can be answered using achievements can be found in its Annual Report. advanced search options. Benefits for Crime Tool users include: Improving access to information • better targeting of crime prevention about crime in NSW resources for local governments • a way for house hunters and residents In 2013–14, 93 per cent of information to assess and compare crime risk requests from the public to the Bureau of between locations Crime Statistics and Research (BOCSAR) were completed within time standards with a • immediate access for the media to accurate total of 746 completed. and detailed crime information to promote more accurate reporting The NSW Crime Tool • information for government officers to assist The NSW Crime Tool, developed by BOCSAR investigations of causes behind higher level (crimetool.bocsar.nsw.gov.au/bocsar), crime trends to drive evidence-based policy. was made available to the public online Bureau staff are responding to approximately from January 2014. It is a powerful public the same volume of ad hoc data requests as resource providing access to the most recent prior to the Crime Tool. The difference is that crime maps, trends, data and graphs. It is simpler requests are completed online with staff searchable by area and shows crime trends focusing on more complex requests. over time. Previously, much of this information could only be accessed on direct request to Between January and May 2014, the Crime Tool the BOCSAR office. recorded over 600,000 online accesses.

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Serving justices of the peace A high quality legal profession and the community Services for NSW Government lawyers The Community Relations Unit (CRU) assists The Legal Services Coordination team leads the members of the public in their dealings with the development of legal services policy across the Department, including by reviewing complaints NSW public sector, assisting NSW Government and managing correspondence on behalf of agencies obtain cost-effective and appropriate the Minister for Justice and the Department. legal services. CRU also administers Justice of the Peace (JP) appointments and maintains the database of In 2013–14, this team continued to work with approximately 90,000 JPs in NSW. legal teams, across government, to increase collaboration and transparency. In particular, In 2013–14, CRU handled 7,535 items of Legal Services Coordination is implementing a correspondence, finalising 89 per cent of shared online platform to enable legal teams to replies within required timeframes, and also share information, expertise and experience. handled 15,279 general enquiries. The team has also been working closely with in‑house legal teams to identify opportunities CRU finalised 14,425 JP applications for for a more coordinated approach to the appointment or reappointment over the procurement of external legal services. course of the year, as well as 8,388 other JP transactions. The year ahead In January 2014, a new edition of the Justice Legal Services Coordination plans to continue of the Peace Handbook was published, with providing support to in-house legal teams, revised and expanded procedural guidance to build on the successful strategic forums for JPs. Every JP in NSW was notified by in place such as the General Counsel Group either email or post. The Code of Conduct for and the In-house Government Lawyers Forum JPs was also updated in May 2014, following designed to improve legal services outcomes, consultation with JP associations. develop and promote best practice and foster collaboration across government. The year ahead Design work commenced on improved online services for JPs, which are planned to be launched in 2014–15.

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In August 2013, the NSW Council for Pacific Communities awarded the Department with its inaugural Best Practice Award Government Agency for Engagement with Pacific Communities. The achievements, recognised by the NSW Council for Pacific Communities include the hosting of 103 community legal information sessions and promoting the Department’s services at 48 Community expos between November 2012 and October 2013. People of Pacific Communities saw this as bringing services to them rather than requiring people to seek assistance from the Department. The Department hosted training workshops with over 350 high school students of Pacific backgrounds covering topics such as cyber‑bullying, police powers and ‘sexting’ as well as the BURN video program, a major Legal Aid NSW crime prevention project for young people about group offending.

The Department has invested substantial effort into engaging with Pacific Communities towards reducing offending rates of Community members and improving access to and understanding of the justice system. This included creation of an action plan as a product of the Justice and Pacific Communities Steering Committee attended by Departmental representatives and community leaders. Exchanging knowledge, developing trust and building relationships between communities and the Department have been at the centre of the community engagement journey, with over 40 community groups taking part.

The Diversity Services Unit took the lead in the engagement process which has involved a whole-of-Department effort, with a number of operational areas actively involved in the program’s Steering Committee and implementation of its Action Plan.

Meeting the needs of migrants in Western Sydney

Department staff braved an unseasonally warm day in November 2013 to participate in a community services expo for migrants in Parramatta’s Church Street Mall.

Now in its fourth year, the Multicultural Services Expo aims to provide people from new and emerging communities with information about local services to assist with their settlement in Australia. The annual event is coordinated by the Community Migrant Resource Centre, a community based non-profit organisation working with migrants and refugees in Western Sydney.

Over 40 service providers participated at the event, providing information on a range of topics including legal services, housing, employment and training, health services and consumer rights.

NSW Trustee and Guardian, Public Guardian, Victims Services, Crime Prevention, LawAccess NSW, Diversity Services, Community Justice Centres and Corrective Service Industries were on hand to answer questions and provide information on the many services that Department provides.

97 The Department contributes to public Chapter 7 understanding of the justice system through a range of ongoing programs, resources and educational events. As well, specific programs Strategic direction: target areas of particular community need where understanding of justice processes may be contributing to adverse outcomes. Accessible, high quality Legal information and information about the Department’s services is delivered online as information and well as at face-to-face meetings, by phone, community education through participation in community events and road shows, in collaborations with community groups and at formal seminars. In all areas, there is continuous improvement in services for people with disabilities towards achieving equity of access.

Programs and strategies to improve public knowledge and understanding of the justice system are critical to achieving the NSW 2021 goal of improving public confidence in the criminal justice system. Provision of free legal information and resources, including through a highly accessible and professional call centre, contributes significantly to achieving equitable access to justice for all NSW citizens.

In this chapter:

• Providing free legal help by phone and online • Law Week – law and justice in the community • Community education and services to victims • Juvenile Justice community education seminars • Education for the legal profession • Open government and access to information • Aboriginal and Torres Strait Island staff and community engagement

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Providing free legal help by In the year ahead phone and online In 2014–15, LawAccess will continue development of the LawAssist website LawAccess NSW, a partnership between the providing online tools for customers Department of Police and Justice, Legal Aid representing themselves in courts and NSW, Law Society of NSW and the NSW tribunals. LawAccess will continue to promote Bar Association, is a free service providing the availability of its services through the legal information, referrals and in certain implementation of communication strategies circumstances, advice, to the NSW community. targeting priority customer groups. LawAccess NSW’s strategic priorities are to LawAccess NSW will continue to work closely increase uptake of service by disadvantaged with partners and stakeholders including Legal communities through promotion of the Aid NSW and Community Legal Centres. service, service cooperation projects and the development of new resources. The Australian Productivity Commission has recognised the outstanding work being carried In 2013–14, the service assisted 205,613 out by LawAccess in its draft report on access customers, representing an increase of almost to justice. It has recommended that other five per cent on 2012–13, and delivering 21,830 states and territories adopt a similar model. free legal advice sessions. Free legal advice was provided to 90 per cent of customers within two business days of contacting Law Week – law and justice in the service. Over 95 per cent of users reported the community they were highly satisfied with the service. National Law Week is held each year in May LawAccess staff also delivered 77 presentations and provides an opportunity for government to community groups, workers and agencies and non-government law and justice service and conducted 26 regional outreach visits providers to inform and educate the community including visits to Dareton, Buronga, Moree, about legal services. Law Week in NSW is Wentworth, Coffs Harbour, Nyngan, Merimbula, conducted collaboratively by the Department Dubbo, Trangie and Tumut. of Police and Justice, the Law Society of NSW, The service participated in more than 40 the NSW Police Force, the Legal Information community events to raise awareness of Access Centre, Legal Aid NSW and the NSW LawAccess’ free legal information and advice Bar Association. services including NAIDOC Week events, Close In Law Week 2014, staff from the Department the Gap Day, International Day of People with organised and participated in events across the Disability, Carers Day Out, Auburn Welcomes state. The Diversity Services Unit worked with You and Law Week events. the Fairfield Migrant Resource Centre in hosting LawAssist is a website designed specifically to a multi-departmental information session assist people who are representing themselves attended by more than 150 leaders and elders in courts and tribunals. Over the past four of Iraqi and Vietnamese communities. years, more than 1.2 million people have visited At Belmont Courthouse, this year’s Clued- the site. In 2013–14, three new topics were Up Kids competition attracted participation added to the online LawAssist resource Wages from eight schools from Lake Macquarie and and Entitlements, Driving Offences and Crime Newcastle. and Dealing With Your Lawyer. To assist people representing themselves in court, 14 video At Forbes Local Court, Forbes High School tutorials on court processes were produced year 11 Legal Studies students took part in a and made available on the LawAssist website. successful mock trial considering an incidence

99 Chapter 7: Accessible, high quality information and community education of sole occasional actual bodily harm. The Juvenile Justice NSW, in partnership with the students, who were guided by Binaal Billa Sydney Institute of Criminology, holds seminars Legal Firm, questioned local police officers to on topics relating to the juvenile justice system. determine the facts of the case. In 2013–14, the Institute hosted Used and Abused?: the Term ‘Gang’ and its Implications An outreach road show, Bourke to Brewarrina, for Ethnic Minority Youth. provided on-the-spot services to disadvantaged clients in outback communities. Participants included the Registry of Births, Deaths and Education for the legal Marriages, Service NSW, Department of Fair profession Trading, Medicare Local, Centrelink, Roads and Maritime Services and Centacare as well as local Aboriginal community working parties and Public Defenders annual criminal conference justice groups. was sold out this year, establishing once again its value for the profession. A new practical criminal law advocacy course Community education and for junior barristers was commenced with services to victims positive feedback from the participants. Public Defenders continued to provide speakers The education program conducted by Victims for other conferences including the annual Services aims to increase the number of victims Legal Aid NSW and Aboriginal Legal Service accessing the services and information and (NSW/ACT) conferences. ensuring all victims grow awareness of available services at victims support organisations across During 2013–14, the Office of the Legal the state. There was particular focus on rural Services Commissioner (OLSC) implemented a and remote communities which may not have new web-based legal profession management good access to professional development. assessment system. The new system enhances During 2013–14, Victims Services risk management assessments and decision- conducted 115 community education events making and reduces costs for both the legal (a 50 per cent increase on the previous year) profession and the OLSC. The OLSC also to 4,342 participants in over 30 regional areas strengthened contacts with the NSW Law in NSW. The team distributed nearly 120,000 Society and Bar Association through an publications, 23 per cent more than last year. expanded range of meetings with Professional Standards staff and professional committees. The Victim Services website attracted more than 110,000 visitors, who viewed 420,000 The Legal Profession Admission Board (LPAB) pages. The Justice Journey videos were maintained the Diploma in Law course as an viewed more than 8,000 times on the Justice affordable and accessible means of achieving NSW YouTube channel, a 40 per cent increase the academic requirements for admission on the previous year. as a lawyer in NSW. The LPAB course is the only one of its kind in Australia. In 2014–15, Juvenile Justice community the LPAB will be investigating the possibility of moving to a more advanced computer-based education seminars student system and introduce a facility for online enrolments. Juvenile Justice NSW runs a range of events as part of the agency’s Community Engagement Program to educate the public on the juvenile justice system.

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• facilitate public participation in the policy Open government and access development process to information • make greater use of social media to In March 2014, the Department published its communicate with staff, customer and Open Government Plan 2014–15 committing industry it to achieving the open government principles • increase online access to government of transparency, participation, collaboration services and innovation. • collaborate with community, industry Within the plan, the aims include, to enhance and research partners to co-design online access to services making them available service solutions. anywhere anytime, online communications – An example of uses of new technologies including social networks for internal and public to provide greater access to government dialogue and online mechanisms for community information is the NSW Crime Tool (see below). and industry collaboration on innovative solutions. Access to information Actions within the plan are aligned with The Department dealt with over 688 formal requirements under the NSW Government applications under the Government Information Information and Communications Technology (Public Access) Act 2009, an increase of Strategy, which includes: 5.85 per cent from 2012–13 as well as 1,518 • identify priority datasets for publication at subpoenas and a range of other requests for data.nsw.gov.au access to information.

• increase open access information available (For more information see Appendix 12.) at opengov.nsw.gov.au

New resource for deaf community on LawAccess NSW

A new video resource on the LawAcess NSW website, in 2014, translates the About Us page in Auslan for the Deaf Community.

The resource is part of a communications strategy, which is raising awareness of LawAccess NSW services among people with disability, their families and carers and disability support services as well as enhancing access to the LawAccess NSW telephone service and website.

LawAccess NSW recently became a National Relay Service (NRS) friendly organisation. NRS provides a variety of options for people who are Deaf, hard of hearing or who have a speech impairment to contact LawAccess NSW. A member of the Deaf Community can make contact by choosing the available NRS video relay contact on Skype and communicate with customer service staff or lawyers with the assistance of an Auslan Interpreter.

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• Provide a structured mentoring experience Aboriginal and Torres Strait that results in positive outcomes. Island staff and community • Engage Aboriginal mentees and facilitate engagement their self-development. • Engage mentors to encourage and help Corrective Services Aboriginal Staff mentees develop their talents, skills and act Network and community engagement on their career aspirations. In 2013–14, the Aboriginal Staff Network meeting was held in Tabulam, attended • Promote a culture of self-directed work- by approximately 70 staff, members of based learning and leadership. Aboriginal external service providers The Juvenile Justice Aboriginal Strategic and community members from the Advisory Committee also provides Aboriginal Bundjulung people. Children from Tabulam and Torres Strait Islander staff with the Primary School performed cultural dancing opportunity to provide guidance to the Juvenile and painted all signage for the event as a Justice Chief Executive on Aboriginal issues. school activity. In return, CSI donated bench The Committee also helps build a stronger seating for the school’s cultural area and evidence base about what works and how picnic tables for their outdoor learning centre. Juvenile Justice services can deliver better Offenders from the Balund-a Program installed outcomes for Aboriginal clients. the benches and tables. Parramatta Rugby Leagues Club donated merchandise packages for the children in appreciation for their efforts.

Juvenile Justice Aboriginal Staff Mentoring Program In 2013–14, Juvenile Justice implemented the second Aboriginal and Torres Strait Islander Mentoring Program which engaged 24 mentors and mentees. The Program aims to:

102 Timely and effective resolution of civil and criminal matters is fundamental to civil Chapter 8 society and critical to public confidence in the justice system. Strategic direction: In 2013–14, the NSW courts and tribunal system, supported and administered by the Department, continued to exceed the state’s Timely and effective nominated key performance indicators as well as being leaders in results for productivity resolution of disputes, measures across the country. civil and criminal matters Among the Department’s key initiatives are investments in new technologies which, in many cases, reduce time and costs both for individuals and for the Department. In the case of civil matters, alternative dispute resolution is now a common part of justice processes offered in the first stages of proceedings. This service allows parties an opportunity to find agreement within a supported environment saving the time and expense of an arbitrated resolution. In this chapter: • Efficiency and equity in the court system • Technology innovations in NSW courts • Alternative dispute resolution

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In the District Court, 78.2 per cent of pending Efficiency and equity in the civil matters were less than 12 months old court system against a target of 75 per cent. The courts and tribunals system in NSW NSW Courts continue to be national leaders comprises 164 courts and tribunals, in key productivity measures. According to including 128 in rural and regional areas. the latest available statistics in the Productivity In addition, the Department provides Commission’s Report on Government Services administrative and corporate support to a 2014, in 2012–13: further 14 state courts and tribunals. • NSW Local Courts have been the Courts and tribunals in NSW are presided over most efficient in the nation for the sixth by independent judges, magistrates and judicial year running officers. The Department’sCourts and Tribunal • NSW Local Courts and Children’s Courts Services Division administers the court system, had the lowest backlog for criminal and civil employing registrars who manage the courts matters in Australia and tribunals and registry staff, reporting services • the District Court recorded the second staff, Sheriff’s Officers, library services and an lowest backlog for civil and criminal cases Alternative Dispute Resolution Directorate. older than 12 months Court performance • the Coroner’s Court remained the best In 2013–14, the NSW Courts achieved performing coronial jurisdiction in Australia clearance rates above State Plan key • the NSW Supreme Court increased its performance indicators. overall clearance rate and recorded a rate of 131 per cent – the second highest in At 30 June 2014, in Local Courts, 95.7 per the nation. cent of pending criminal matters were less than six months old, achieving well over the target of 90 per cent.

Table 7.1 Local Court performance against State Plan key performance indicators

Year 2009–10 2010–11 2011–12 2012–13 State Plan 2013–14 target Criminal matters less than 6 months old 89% 89% 95% 96% 90% 96%

Table 7.2 District Court performance against State Plan key performance indicators

Year 2009–10 2010–11 2011–12 2012–13 State Plan 2013–14 target Criminal matters less than 12 months old 83% 77% 78% 80% 75% 78%

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the Office of the Director of Public Prosecutions Technology innovation in was based on the principles developed with the NSW Courts Joined Up Justice Police Project.

Joined Up Justice Justice Audio Visual Link and The Joined Up Justice Police Project, Court Technology completed in June 2014, allows near Court technology including video conferencing real‑time electronic exchange of data between and remote witness and evidence playback has courts, the NSW Police Force, Corrective continued to be updated and installed in courts Services NSW and NSW Juvenile Justice and tribunals across the state. improving the efficiency, timeliness and accuracy of the criminal justice system. Video conferencing facilities now operate in 411 courts, correctional centres and other In an Australian first, court rules were changed justice agency sites. This reduces the need to to permit electronic signatures for arrest transport inmates to court and improves the warrants and Apprehended Violence Orders safety and efficiency of the justice system. (AVOs). This change not only improves flow of information from the courts to the There are currently 92 remote witness facilities NSW Police Force but also accuracy of in 82 NSW metropolitan and regional courts, information. Reducing the amount of time spent allowing evidence to be presented into 170 investigating and resolving errors between the courtrooms. Remote witness facilities are aimed two agencies is generating significant savings. especially at vulnerable witnesses, so that they can avoid the trauma of confronting the The new, timely exchange of information means accused and give evidence remotely from a police officers avoid wrongful arrest and can secure environment more speedily apprehend dangerous people at large. In the case of improved exchange In total, 161 courtrooms have the capability to of AVOs, police now receive bails associated play evidence from a range of different media with AVO proceedings automatically, improving including DVD, CD, audio cassette, VHS, PCs protection for domestic violence victims. and notebook computers. In addition: During 2013–14, the following changes were • amendments to the NSW Police Force Child made in NSW courts. Protection Register provides front line police • Additional video conferencing equipment was officers across the state with visibility of installed at six Local and Children's Courts. prohibition orders and their expiry dates • Video conferencing and remote witness • information on bails and adjournments from technology was upgraded or installed the higher courts is now transferred and for at seven court locations (including four the first time, police have visibility of multiple children’s courts). future court dates • Existing ISDN videoconferencing sites were • through the electronic Court Attendance converted to IP. Notices (eCANs) the State Debt Recovery Office can lodge court attendance notices • IP based infrastructure was provided for electronically with an estimated 20,000 remote parties to connect to courthouses removed from manual processing. for providing witness testimony. • Professional legal suites were installed This jointly managed and funded project has in 10 courthouses for video based legal become a model for other initiatives within the visits to detainees including nine Children’s Justice Cluster. The current automation project Court locations. for indictments between the Department and

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• Videoconferencing facilities were upgraded Sydney CBD, and in major suburban and at various sites including Juvenile Justice, regional locations within the Justice Cluster Legal Aid, Registry of Births, Deaths and Audio Visual Link Consolidation Project. Marriages and Public Defender’s Office. • Dedicated equipment for evidence playback Digital Audio Technology in Local Courts was introduced in new courts. In 2013–14, new PC-based digital audio • Approximately 65,000 Audio Visual Link technology (DAT) equipment was installed (AVL) sessions were held. in all high volume courts and mobile devices purchased for all low volume locations. This In the year ahead system creates a digital audio file and log Forty million dollars has been allocated file, which can then be stored and retrieved over four years to commence the Justice across the Department’s digital network for Audio Visual Link Consolidation Project to transcription purposes. enable major reform of court and participant The replacement of analogue recording processes using enhanced AVL technology. equipment with DAT is being progressively implemented. Just over half of all NSW Commencement of the courtrooms had relied on analogue multi-track eIndictments Project recording systems, out of production for a The eIndictments Project commenced in decade. Newer digital recording software allows late 2013 to implement an electronic exchange transcripts to be digitally annotated and linked of information from the Office of the Director to digital case files. of Public Prosecutions (ODPP) to the courts. The Department has significant experience The system, supported by organisational in undertaking DAT installation projects, and process changes, ensures indictment with courts converted in 2008 (Supreme Court, information is current, accurate and consistent District Court, Land and Environment Court) across the justice sector. and again in 2011 (District Court, major Local Court locations). In the year ahead The $3.5 million project is planned for completion in December 2014. Alternative Dispute Resolution

Multi-Court Remote Monitoring Alternative Dispute Resolution in Sydney CBD Directorate/Community Justice Centres Community Justice Centres (CJC) continue Multi-Court Remote Monitoring (MCRM), in use to receive referrals through government and at courts located in the Parramatta Justice community organisations. Precinct, was installed in the Downing Centre/ In 2013–14, CJC focused on increasing John Maddison Tower complex in January 2014. awareness of its mediation services among MCRM allows up to four courts to be monitored community and public housing providers to at the same time by one person, generating assist in resolving disputes that may otherwise both productivity savings and opportunity for escalate to require police and/or court improvements in service delivery. resources. Meetings and presentations were held with In the year ahead North Coast Community Housing at Lismore; In 2014–15, there will be an expansion of the Compass Housing at Tuggarah, Greenhills, MCRM network to include all courts in the Muswellbrook and Maitland; Tenants Union

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NSW; Housing NSW head office and Housing Mediation as part of court processes NSW regional offices for Inner City and Surry Supreme Court Hills, Queanbeyan, Wagga Wagga, Goulburn, Griffith, Albury, Nowra, Bathurst and Lismore; In 2013, 1,088 matters were referred to NSW Federation of Community Housing mediation in the Supreme Court with 671 listed Association; Link Housing at Chatswood; and 55 per cent settled – the highest result in Bridge Housing at Redfern with properties over five years. across Sydney; St George Community Housing; District Court Argyle Community Housing with properties In 2013, the Sydney District Court referred 648 in Campbelltown, Bowral, Queanbeyan and matters to mediation with 565 referred to private Wagga Wagga. mediation and 83 to court-provided mediation. Over that time, the proportion of CJC referrals Approximately 49 per cent of matters referred to from housing providers has grown from 1.5 mediation were settled. per cent to 2.5 per cent of referrals and further Land and Environment Court increases are anticipated with continued work in the area. In 2013–14, the Land and Environment Court conducted mediation on 20 matters with 85 In 2013–14, CJC received 32,692 phone calls per cent settled. In total, 427 matters had and finalised 4405 referral files. At the Centres, conciliation conferences of which 284 settled 1,489 mediation sessions were arranged and pre-hearing delivering a success rate of 66.5 1,372 mediation sessions held. Of the matters per cent. that went to mediation, 79 per cent reached an agreement.

Armidale Courthouse

The old Armidale Courthouse, built in the 1850s, began its case work in an era where horse thievery, sheep duffing and public drunkenness were common. While renovations over the years had kept the building up to date with some technologies, there was no getting around the court’s location in the middle of a shopping mall and the problems of conducting a modern court process within the built amenity of a past era. The biggest problems were the lack of space, lack of public amenity and lack of facilities to afford privacy. For example, there were no public toilets so those attending court would be sent around the corner to public council amenities. Those in custody found themselves being walked across the mall to get the court where the small waiting area meant mingling of jurors and defendants. On busy winter days many were literally out in the cold. The new Armidale Courthouse opened for business on 6 January 2014. The new building, costing some $16 million, has 11 interview rooms for use by the legal profession, justices of the peace and other legal services one of which has an audio-visual link so lawyers can interview clients in prison. There is plenty of public space and, as the Courthouse is now adjacent to the Police Station, far easier and private movement of defendants in and out of the court. The new building also houses state-of-the-art audio visual equipment allowing prisoners to appear via video at their first hearings saving thousands of dollars in transport costs.

107 Key to the Department meeting contemporary Chapter 9 challenges in the provision of justice services is a continual review of laws, policies and programs informed by high quality analysis of Strategic direction: data generated in targeted investigations.

Gathering and analysis of justice-related Law reform and information informs an understanding of the evidence‑based justice efficacy of past efforts as well as providing a solid basis of knowledge for new approaches policy and research to existing and emerging issues. Several units, within the Department, contribute to research on issues relating to justice services with the primary responsibility falling to the Bureau of Crime Statistics and Research.

In this chapter: • Research on contemporary justice issues • Legal services and law reform • Law Reform Commission • Sentencing Council • Australasian Juvenile Justice Administrators

108 Chapter 9: Law Reform and evidence-based justice policy and research

• Community Service Orders and Bonds: Research on contemporary A comparison of re-offending justice issues • Does CREDIT reduce the risk of The NSW Bureau of Crime Statistics and re‑offending? Research (BOCSAR) provides policy-makers Experts from the Centre of Data Linkage at and the public with timely, useful and objective Curtin University were engaged to assess information about crime and criminal justice in the accuracy and logic of the matching NSW. Research is conducted into the frequency processes applied to link court records to build and distribution of crime, the efficiency, the Re‑offending Database. The appraisal effectiveness and fairness of the NSW criminal confirmed that matching processes are robust, justice system and the effectiveness of policies rigorous and consistent with industry practice. and programs designed to reduce and prevent crime. Resulting research and statistical reports In addition, the following reports were released: represent a significant contribution to the NSW Department of Police and Justice meeting its Crime prevention strategic priorities. • An update of long-term trends in property and violent crime in New South Wales 1990 In 2013–14, BOCSAR contributed to to 2013 Department objectives with: • NSW Police Recorded Female Persons • release of 18 research reports including four of Interest: Has there been an increase in focused on re-offending the 10 years to June 2013? • launch of the online NSW Crime Mapping • Trends in property and illicit drug crime Tool (see page 95) around the Medically Supervised Injecting • release of nine statistical reports, including Centre in Kings Cross: 2012 update four crime quarterly reports and the annual • The Great Property Crime Drop: A regional criminal court statistics report and a analysis new quarterly series on custody in NSW (see Appendix 25). • The decline in robbery and theft: Inter-state comparisons As well as producing research, BOCSAR • Is the decrease in assaults at licensed provides specialist advice that helps the premises being driven by changes in staff Department set its crime prevention priorities, reporting rates evaluate the services provided to offenders, determine which policies and programs Diversionary programs are working and assess the efficiency, • Health and wellbeing outcomes for effectiveness and fairness of the criminal defendants entering the Alcohol-MERIT court system. program

Research reports Management of offenders in custody In 2013–14, BOCSAR completed four research • Forecasting prison populations using projects that considered re-offending: sentencing and arrest data • The impact of intensive correction orders • Youths in custody in NSW: Aspirations and on re-offending strategies for the future • Rates of recidivism among offenders referred to Forum Sentencing

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Reducing re-offending An ongoing partnership between Corrective • Why is the NSW prison population growing? Services and BOCSAR has been finalised to achieve ongoing, transparent evaluation • Measuring recidivism: Police versus and monitoring of Corrective Services court data programs. Corrective Services will provide • Participant satisfaction with Youth Justice data for BOCSAR to undertake evaluation of Conferences high‑intensity programs. Corrective Services has prioritised the Custody Based Intensive Supporting vulnerable participants in the Treatment for sex offenders, the Violent justice system Offenders Therapeutic Programs, and the • Reporting Violence to Police: A survey of Intensive Drug and Alcohol Treatment Programs victims attending domestic violence services for evaluation. • Understanding the relationship between crime victimisation and mental health: Legal services and law reform A longitudinal analysis of population data The Department’s Justice Policy and Legal In the year ahead: Services Division is responsible for developing In 2014–15 there are plans to: reforms to law and justice policy and implementing the legislative program of the • evaluate several Government programs Attorney General and Minister for Justice. aimed at reducing re-offending including: About one quarter of all public laws come the Intensive Supervision Program within the administration of the Justice portfolio, for juvenile offenders; post-release a figure indicating the importance of this role in supervision orders and whether legal aid the NSW justice system. for Apprehended Domestic Violence Order (ADVO) defendants reduces breaches The Division also provides a broad range of legal and related services. These services • complete a simulation model of the NSW include the admission of lawyers to practice, prison system which will allow assessment the regulation of legal practitioners, the of the influence of policy changes on the protection of consumers through professional prison population and standards, the representation of accused in • release results of the latest survey into criminal trials, the management of civil litigation community confidence in the criminal justice involving the Department, and the development system following similar surveys in 2008 of legal service policy for the public sector. and 2011. During 2013–14, the Division contributed to the During 2013–14, BOCSAR and Corrective enactment of legislation to support the Uniform Services collaborated on two research/ Legal Profession Framework, which will regulate data projects. The resulting reports titled: the legal profession in NSW, Victoria and Why is the NSW prison population growing? other states, covering 70 per cent of the legal and Forecasting prison populations using profession in Australia. The Division assisted sentencing and arrest data are considered with legislative change required in the creation part of regular long-term infrastructure of the NSW Civil and Administrative Tribunal planning based on effective prison population (see page 93) and affected the creation of the forecasting models. role of Inspector of Custodial Services.

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In a major piece of reform, in May 2014, • developing options for reform to improve the new Bail Act 2013 was commenced. access to justice and services for victims The new Act replaced complex legislation of child sexual abuse arising from the work that had been amended 85 times in 36 of the Royal Commission into Institutional years. Rather than linking a presumption of Responses to Child Sexual Abuse bail suitability to the offence, the new Act • amending legislation dealing with high risk incorporates a risk management approach sex and violent offenders to bail decisions, that is, the risk the accused person poses to victims or the community • working with partnership with other and the likelihood of them not turning up agencies to develop an accommodation to court. In 2014–15, the implementation and strategy for forensic patients operation of the Act will be reviewed to ensure • reforms that will facilitate an increase in the it is meeting its objectives. broadcasting of court judgements

Justice Policy • amending the Bail Act following a review by a former Attorney General In 2013–14, the Justice Policy unit was responsible for numerous legislative reforms • facilitating the use of body-worn video passed by the NSW Parliament. Significant cameras by front line police officers. reforms, further to those above, include: Justice Legal • legislation providing for police issued domestic violence orders In 2013–14, the Justice Legal unit: • reform of the law of provocation • provided representation and assistance • new offences relating to psychoactive for 123 people summonsed to appear substances before the Independent Commission Against Corruption, Police Integrity • reforms to the Industrial Relations Commission and other inquiries Commission, in response to the Commission’s declining workload • assisted the Coroner in 10 inquests and assisted in a further 11 ongoing inquests • changes to police powers of arrest without and inquiries warrant, and • continued to enhance services provided by • reforms relating to births certificates for the Guardian ad Litem panel through the children adopted from overseas. provision of 47 appointments – 2013–14 was the first year that Justice Legal See Appendix 18 for full list of legislation successfully appointed indigenous and policies. guardians to indigenous subject persons

In the year ahead • led and hosted Government Information (Public Access) meetings for justice In 2014–15, Justice Policy will work on a cluster agencies to standardise guidelines number of significant projects, including: and procedures. • implementing legislative reforms arising In 2013–14, there was a significant increase from the Government’s response to the in the workload relating to the Crimes Law Reform Commission report on diversion (High Risk Offenders) Act 2006. In this period, of people with mental health and cognitive Justice Legal opened 50 new matters in impairments in the criminal justice system relation to possible applications under the Act.

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Justice Legal now has responsibilities under amendments to the Mental Health Sentencing Council (Forensic Provisions) Act 2009 that provide In 2013–14, the Sentencing Council has for an application to the Supreme Court for continued to monitor sentencing trends and an extension order in relation to a forensic issues and produced its annual report (the 2013 patient subject to a limiting term that represents Sentencing Council Annual Report remains an unacceptable risk to the community. The first under government consideration). It also such application was made under these produced, urgently, an interim report and a final amendments in 2013–14. report on Standard Minimum Parole Periods for In the year ahead government. Those reports involved extensive analysis of the data, and consultation with In 2014–15, Justice Legal will continue to stakeholders. The Council provided assistance implement a consistent litigation risk analysis in updating a sentencing information package and management system. provided to victims of crime and is currently focusing work on its public education functions. Law Reform Commission Australasian Juvenile Justice In 2013–14, the NSW Law Reform Commission Administrators produced two major reports on sentencing and criminal appeals. The Commission also Australasian Juvenile Justice Administrators made substantial progress on another three (AJJA) comprises Australian and New Zealand references, received in March 2013, on early juvenile justice administrators, who work appropriate guilty pleas, parole and statutory collaboratively to lead and influence the provisions on dispute resolution. It expects to development of youth justice systems. complete these in 2014–15. In 2013–14, AJJA continued the development The Commission’s work is based on of working partnerships with data and research extensive consultation. Across its references agencies including the Australian Institute of in 2013–14, the Commission conducted 38 Health and Welfare (AIHW) and the Australian consultation meetings, including many Institute of Criminology. A Memorandum of round-table discussions involving multiple Understanding has been signed between stakeholder groups, and received a large states, territories and the AIHW for the number of submissions. The Commission continued collection of the National Minimum visited Wagga Wagga to discuss parole. Data Set. The Commission maintains an active electronic media presence through twitter and email news AJJA has continued to contribute to update service. national youth justice policy and the practice and research agenda and is In the year ahead currently undertaking research on Trauma Informed Practice. The Commission plans to publish reports on parole and early guilty pleas.

112 The Corporate Services Division of the Department is comprised of five functional Chapter 10 areas that provide services to the Department’s staff that, in turn, enable the Department’s frontline staff to provide services to the Strategic direction: NSW community.

The Corporate Service Division aims to Business-focused provide business-focused services effectively corporate services via and efficiently, using a Centres of Excellence approach to harness expertise across the Centres of Excellence organisation, realise efficiencies and maintain high standards in all functional areas.

The five functional areas providing services to the Department are asset management, finance, human resources, information and communications technology, and procurement.

In this chapter: • Corporate services for the whole department • Asset management • Finance • Human resources • Information and communications technology • Procurement • Justice Cluster Shared Corporate Services

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• design and development approval Corporate services for the for a $17.5 million upgrade of the whole Department Wollongong Courthouse In 2013–14, the Department of Police and • continuing construction of the $90 million Justice commenced a review delivery of Newcastle Justice Precinct and $51 million corporate services aligned to the directive Coffs Harbour Justice Precinct from government on required corporate • ongoing $184 million Small Court services reform. Upgrade Program delivering improved disability access, safety and security The Department’s Executive team and enhancements, and general refurbishment the Corporate Services leadership group across the 128 court locations across NSW participated in a series of consultations that service rural and regional communities and workshops over several months to confirm goals and deliverables, products • consolidating the maintenance programs and services, performance standards and of Juvenile Justice, Trustee and Guardian, the operating model. and Registry of Births, Deaths and Marriages under the umbrella of the existing The resulting Corporate Services maintenance contract for Courts and Transformation Program will affect some priority Tribunals, delivering significant cost savings changes within the first six months and a full and service improvement and transformation within two years. • implementing recommendations of the government Fleet Efficiency Review In the year ahead: to remove under-utilised vehicles from In 2014–15, the Department is establishing the Department’s generic passenger a Corporate Services Management Office vehicle fleet. (CSMO) within the Principal Department to strengthen capacity to lead the reform of A significant achievement was the preparation Corporate Services across the Police and of the department’s 2014–15 Total Asset Justice Cluster. The CSMO will be accountable Management (TAM) Plan submission, which to the Department’s executive team. was instrumental in obtaining nearly $182 million in new major capital funding for works Asset management across a range of construction and information technology transformation projects over the Asset Management Services is responsible for next four years. the delivery of the department’s capital works program, maintenance of operational facilities, strategic asset planning, and management Finance of office accommodation and fleet services. In 2013–14 the achievements of the branch Financial Services has contributed to the included: consolidation of finance functions across • completing the $40 million Cobham Juvenile the Department’s divisions and offices by Justice Centre upgrade providing coordinated reporting and responses to numerous requests over the course • completing the $29 million redevelopment of the reporting year, including expense of the Riverina Juvenile Justice Centre savings, financial results against budget, • completing construction of the new $17 financial forecasting of results, monitoring million Armidale Courthouse which and forecasting of cashflows and capital opened in January 2014 expenditure and actively managing the • design and development approval relationship with NSW Treasury. for a $19.5 million upgrade of the Wagga Wagga Courthouse

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During 2013–14, Finance has managed various • implementing the Performance Development financial issues, including the introduction Framework of a monthly one page financial overview • implementing the Capability Framework. of Corrective Services, the implementation of SAP financial software system as a As part of the implementation of the GSE complete finance processing tool and the Act, in 2013–14, new role descriptions were development of a standard financial forecasting developed and evaluated for the Department methodology across all finance functions within using the Public Service Commission’s the Department. Work Level Standards and Capability Framework. Also in alignment with GSE The 2013–14 year saw the start of changes, new recruitment processes were implementation of a purchasing cards system developed to include comparative and to reduce the dependency on payment suitability assessments. Review of recruitment methods such as cash and cheques for small processes has identified many duplicated steps value purchases and the reimbursement of ultimately leading to long-term efficiencies staff expenditure. This process forms part of a across divisions. general initiative to replace manual transactions with fast and secure electronic payment A new Employee Assistance Program contract methods for members of the community and was awarded for the Department and a businesses dealing with government services. contractor management framework was introduced within Juvenile Justice to better Human resources manage associated risks.

In 2013–14, Human Resources worked with Over the course of the year, Human Resources the NSW Public Service Commission on managed various disciplinary cases, handled a number of public sector-wide initiatives. investigations and grievances, and managed With the introduction of the Government industrial relations issues with the Public Sector Employment Act 2013 (GSE Act) in Service Association and other unions. February 2014, Human Resources took the Training is currently delivered within lead in the Department and for the Police three of the Divisions of the Department and Justice Cluster to implement reforms (Corrective Services, Juvenile Justice and to workforce planning, capability and Corporate Services). Training ranges from development. Correctional Supervisor training, and Offender Activities relating to sector-wide initiatives Management Systems to Leadership training, included: Bullying and Harassment training and desktop computer skills. • facilitating Secretary-led briefings of business unit managers about the GSE reform, results, feedback and suggested Information and actions arising from the People Matters survey into the NSW Public Sector communications technology • providing a Police and Justice Cluster lead In 2013–14, Information Technology Services for the Senior Executive Implementation (ITS) established a governance framework to across the Police and Justice Cluster deliver against the Information and • providing input and feedback in shaping Communications Technology (ICT) Strategic new policies under the GSE legislation to Plan 2013–2017, including the development of actively promote the concept of a mobile the ICT Consolidation Optimisation Remediation and modern workforce and Enhancement (CORE) Program. The CORE

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Program establishes a unified approach to procurement activities for goods and services technology investment across the Department to a maximum contract value of $20 million. and ensures initiatives are aligned to the Department’s strategic goals. Accreditation is for a period of three years and is subject to compliance with the ITS has worked in close collaboration with Scheme’s guidelines. various business units to deliver a range of ICT projects that support key business objectives. As an accredited agency, the Department now has the responsibility to: These have included: • use whole-of-government contracts • Joined Up Justice including implementation where available of bail reform, electronic warrants and • make agency-specific contracts available Apprehended Violence Orders outcomes to the Office ofFinance and Services and • completion of the Justice Infrastructure other agencies Renewal Program remediating critical • participate in periodic accreditation reviews, business risks in the former Attorney and General’s Division ICT infrastructure • submit the required accreditation reports. • support for the Courts and Tribunal Services portfolio including the expansion of online From the accreditation assessment, registry and the development of the Jury the Department was provided with an Management System Improvement Plan comprising 37 improvement initiatives designed to implement best practice • enhancements to justice audio visual standards. Procurement Services is now systems including migration to more flexible implementing solutions for each of these and cost effective technologies initiatives, with a quarterly progress report • consolidation of the Department of Police provided to NSW Procurement. and Justice wide area network including a shared internet and intranet platform for the Department Justice Shared Corporate • delivery of enhancements to the Services Juvenile Justice Client Information Management System. Funding for the Justice Cluster Shared Corporate Services (JSCS) Program Information Technology Services also worked commenced in 2013–14. During 2013–14, closely with the Office ofFinance and Services JSCS initiated, funded, delivered and/or on key initiatives in support of the NSW supported a number of upstream initiatives Government ICT Strategy. The Department and activities designed to lay the foundation has been a key participant in the whole-of- for sustainable Corporate Services reforms government data centre program, government across the Department and Cluster. This work identity management program and transactional included development and implementation services (Service NSW) working group. of repeatable, reusable and consistent frameworks, methodologies and toolsets Procurement designed to streamline reform activities by facilitating consistency in approach, Commencing 1 October 2013, the Department application and reporting thereby enhancing achieved a level 2B accreditation under the reform governance. Agency Accreditation Scheme for Goods and Services Procurement. This accreditation permits the Department to conduct

116 Within the administration of the justice system are responsibilities for involuntary participants Chapter 11 such as a victims of crime as well as those whose circumstance or capacities require particular attention or support. Strategic direction:

A number of programs are in place across the Department’s divisions to support victims Support for vulnerable of crime including counselling and financial assistance as well as restorative justice participants in the initiatives and a tailored program to keep justice system victims informed of the detention status of perpetrators.

Programs assisting vulnerable participants in the justice system include providing services for people with decision-making disabilities, increasing opportunities to divert offenders with a mental illness from custody into treatment, increasing successful participation of offenders with a cognitive disability in court‑based diversion programs, and meaningfully engagement with emerging communities. A number of these service outcomes are addressed in other chapters of this annual report.

In this chapter: • The Domestic Violence Justice Strategy • The Victims Support Scheme • Restorative justice • Victims Registers • Families and Friends of Missing Persons: Promoting inclusion through connection, accountability and consultation • Remote Witness Room Guidelines updated • Justice Journey mobile application

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Reforms will be introduced to enhance The Domestic Violence victims’ ability to give evidence in domestic Justice Strategy violence cases.

The Domestic Violence Justice Strategy Strategies to improve defendants’ compliance 2013–2017 provides NSW justice agencies with ADVOs and access to men’s behaviour with a framework for a coordinated and change programs will be explored and a effective response to domestic violence. Domestic Violence Offender Management In 2013–14, progress continued on the Plan and an Aboriginal Family Violence Plan implementation of the Strategy. Legislative will be developed. amendments were passed to allow senior Research will be undertaken on effective police to determine applications for provisional responses to breach ADVO matters, building an Apprehended Domestic Violence Orders evidence base on the prevalence and (ADVOs). These new powers, which became effectiveness of exclusion orders, and effective operational on 23 May 2014, improve victim responses for victims with complex needs. protection by affording a more immediate response to reports of domestic violence. Apprehended Domestic Violence Orders Legislative amendments were also passed to allow information sharing between government Legislative amendments to the Crimes and non-government services to improve (Domestic and Personal Violence) Act 2007 the safety of victims and better facilitate their to allow the senior police to determine access to support services. applications for provisional ADVOs were passed and NSW Police Force commenced using To improve court processes in domestic these powers on 27 May 2014. violence matters, specialist training was introduced and provided for police prosecutors The amendments also provide the Police to improve their awareness of issues around with enhanced powers to direct and detain domestic violence. Increased information and defendants for the purposes of applying for support was also made available to victims and serving provisional ADVOs. prior to a matter being heard. The amendments will improve the immediate Work continued on the development of a safety of victims by giving police greater coordinated response to the management of powers to respond immediately to urgent risk and improved referral pathways to ensure situations of domestic violence and increase victims and their children receive appropriate operational efficiencies for the NSW and relevant support and interventions based Police Force. The amendments do not affect on their needs. Apprehended Personal Violence Orders. New procedures were established ensuring routine referral of ADVO defendants to In the year ahead LawAccess (see page 99) for legal information and advice on ADVO compliance. In 2014–15, the reforms will be closely monitored to ensure they are having their Training for the NSW Police Force was intended impact on improving victims’ safety, implemented towards achieving improved and that the new powers are operating evidence collection procedures and consequent efficiently and fairly. active prosecution of domestic violence cases In the year ahead A coordinated interagency risk management process will be implemented to increase safety to domestic violence victims and facilitate their access to domestic violence support services.

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Safer Pathway government services. They may be delivered in custodial settings, by welfare groups and A key element of NSW Government, Domestic counselling services. Currently there are six and Family Violence Framework for Reform community providers delivering programs – It Stops Here, is a new streamlined referral in 13 locations that are all compliant with the system for all victims who are ‘at threat’ or at minimum standards. ‘serious threat’ to their life, health or safety as a result of domestic and family violence. The In the year ahead new referral system, known as Safer Pathway is intended to secure the safety of victims and A planned review of the NSW Minimum their children by prioritising those at highest risk Standards is proposed for the end of 2014. and ensuring a quick, coordinated response by In addition, under the Domestic Violence service providers to all victims. Justice Strategy work is progressing to identify Victims Services has developed the web-based how strategies to reduce domestic violence platform, which acts as the Central Referral re-offending can be strengthened, and how Point to operate the Safer Pathway system. access to men’s behaviour change programs The Safer Pathway system has the capacity to can be improved. accept automatic referrals from NSW Police Force and, later, will also have the capacity The Victims Support Scheme to accept referrals from all other government and non-government agencies. The system Following recommendations in the Long- automatically allocates referrals by gender term Viability Review of the Victims and postcode to Local Coordination Points Compensation Fund and Scheme, the Victims (LCPs) that provide an integrated response Rights and Support Act 2013 commenced to victims. The Women’s Domestic Violence on 3 June 2013. Court Assistance Service will operate the LCPs for all female victims, while Victims Services will Under the Act, the new scheme is designed to operate the LCP for all male victims. Victims provide faster support to victims and has four Services will also oversee the Safer Pathway pillars of support: system, including reporting, re‑allocation of • counselling referrals and creation of new LCPs as the • immediate assistance, including relocation project is implemented across the state. costs, urgent medical expenses and funeral costs Men’s behaviour change programs • financial assistance, including loss of The Department of Justice has introduced earnings and medical expenses minimum standards for men’s domestic violence behaviour change programs to ensure • recognition payment in recognition of the all programs in NSW reflect good practice and violence and trauma experienced. are safe and effective in changing the behaviour In 2013–14, the Victims Services unit of perpetrators of domestic violence. While implemented the new scheme including there is room for variation in the methods and streamlining practices and procedures approaches adopted by program providers, to adhere to the objects of the legislation these minimum standards set benchmarks that and establishment of a quality assurance apply to all programs. framework. In 2013–14, 9,899 people applied for support (10,489 unique applications In NSW, there is currently a range of men’s were received with some victims lodging domestic violence behaviour change multiple claims. The types of support applied group programs. Programs are provided for included recognition payments (5,580), by government agencies as well as non-

119 Chapter 11: Support for vulnerable participants in the justice system financial assistance (2,782) and counselling prospects and issues relating to the use (6,865). There was an increase of 14 per of restorative justice processes. The study cent in approved counselling hours (91,267) found that Corrective Services victim-offender from 2012–13. conferencing is a therapeutically driven model of restorative justice that rests on the principle Key performance indicators of doing no harm; and that the Restorative Justice Unit is successfully meeting the unmet Research indicates: justice needs of victims and offenders in the • 97 per cent of victims are satisfied with the aftermath of serious (often violent) crime. approved counselling service (as measured in an ongoing survey) Since 1999, the Unit has facilitated 201 Restorative Justice Conferences and • 95 per cent of payments to approved mediations. counsellors are made within 28 working days of receipt of invoice • 99 per cent of potential restitution action Victims Registers commenced within a two-year period • 81 per cent of applications for 10 hours Corrective Services Victims Register of initial counselling processed within two In 2013–14, on average close to 1,200 victims working days. were registered on the Victims Register at any given time. In 2013–14, 195 new The Victims Services unit finalised over 54 victims of crime applied to be registered. per cent of applications for support lodged Registered victims can choose to make but not finalised under the previous Victims submissions to the State Parole Authority or the Compensation Scheme. Serious Offenders Review Council in respect of a particular offender being considered for In the year ahead release on parole or for participation in external Victims services unit has commenced pilot leave programs. programs for group work in: • supporting male victims of child In 2013–14, 43 registered victims were invited sexual assault to make submissions concerning a reduction in a particular inmate’s security classification • developing resilience in child victims. to allow for external leave. This was lower than in the previous year (59). Another 139 Restorative justice registered victims were invited to make written submissions concerning the granting of parole The Corrective Services Restorative Justice to a particular offender. Unit facilitates a range of other restorative justice processes at the post-sentence stage The increased response rate is attributed to the of the criminal justice system and manages the Restorative Justice unit’s continued focus on Victims Register for victims of sentenced adult increasing individualised case management of offenders in NSW. victim registrations to give victims a voice in the justice process. The Unit works closely with key stakeholders such as NSW victim support and advocacy Juvenile Justice Victims Register groups including the Homicide Victims In accordance with the Crimes (Administration Support Group, Enough is Enough Anti of Sentences) Act 1999, Juvenile Justice Violence Movement and Victims of Crime maintains a Victims Register that has been Assistance League. operating since December 1998. The Policy In 2013–14, research was undertaken and Government Relations Branch undertakes by the University of NSW to examine the the administration of the Victims Register.

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Victims are usually referred to Juvenile Justice was chaired by the Victims Services unit and by other agencies such as Corrective Services, comprised representatives from Court Services, the Office of the Director of Public Prosecutions Office of the Sheriff, Courtroom Technology and the NSW Police Force. Group (ITS), Video Conferencing (Local Courts), Domestic Violence Team (Crime Prevention Families and Friends of and Community Programs Division), the NSW Police Force, Office of the Director of Public Missing Persons: Promoting Prosecutions, and the Women’s Domestic inclusion through connection, Violence Court Advocacy Program (LegalAid). accountability and consultation The working party addressed strategies to support consistency in the operation of The Families and Friends of Missing Persons remote witness rooms, identify service gaps Unit (FFMPU) Group Work Program supports in operating remote witness rooms and those who live with the loss of a missing person. recommend improvements required. The It commenced in 2010 as a single group, group also developed relevant policies and and has grown to six groups across NSW. procedures that have been implemented It reaches families through face-to-face contact, across all courts. By identifying strategies Skype, Facebook, phone and email. The which facilitate the efficient and effective constantly evolving program responds to the operation of remote witness rooms, Justice needs of this often isolated client group. Two agencies were able to better comply with the FFMPU team members facilitate meetings, Charter of Victims Rights as well as working which offer family and friends the opportunity to towards achieving Goal 18 of the NSW State connect with others for support and information. Plan, to improve confidence in the criminal A number of resources have been developed justice system. to meet the previously unaddressed needs of families, and gives them a voice to articulate their unique experience. Justice Journey Mobile Drawing on the experiences and insights Application of those experiencing someone missing, the Unit Released in 2014, the Justice Journey mobile has developed a range of online and hard copy application, a companion to the popular Justice resources including In the Loop – Young People Journey video, provides information and Talking About Missing, a Quilt for Missing People guidance for victims from the time of the crime Companion Book, and a Guide to Coronial until after the court process has finished. Services in NSW for families and friends of missing people. The application is an easy-to-use interactive program available on phone and tablets that In 2013–14, the team developed a new covers important topics including: resource, Missing People: a Guide for Family Members and Service Providers. • recovering from a crime, medical examinations and evidence gathering Remote Witness Room • how to report a crime and give a statement Guidelines updated to police, crime investigation, the role of police including identifying perpetrators and In 2013–14, the Remote Witness Room information on arrest Guidelines were reviewed and updated. • what to wear and how to access court The Remote Witness Room Working Group support services, roles and responsibilities was established to review the operation of of a witness, how to give evidence and remote witness rooms across NSW to ensure victim impact statements, and they operate efficiently and effectively, address • appeals, access to court documents, legislative requirements and continue to meet counselling and support. the needs of victims/witnesses. The group

121 The NSW Registry of Births, Deaths and Chapter 12 Marriages registers, records and preserves information about births, adoptions, deaths, marriages, changes of name and changes of Strategic direction: sex in NSW. The Registry also issues certified information and collects and disseminates statistical information. Representation and Under the Births, Deaths and Marriages management of life Registration Act 1995, the registrar is matters for individuals responsible for: establishing and maintaining the registers necessary for the purposes of the Act, maintaining the integrity of the register, seeking to prevent identity fraud, and administering the civil registration system in an efficient, effective and economical manner. The NSW Trustee and Guardian (NSWTG) is an Office of the Department and an independent statutory authority. NSWTG’s role is to act as an independent and impartial Executor, Administrator and Trustee for the people of NSW and provide direct financial management services and authorisation and direction to private financial managers. NSW Trustee and Guardian supports the Public Guardian, which is a statutory officer under the Guardianship Act 1987. The Public Guardian operates independently but reports administratively to the Chief Executive Officer of the NSWTG. NSW Trustee and Guardian’s business purpose is to support our community to effect their future life choices, provide quality personal trustee, financial management and decision-making services and advocate for, protect and promote the rights and interests of our clients.

In this chapter: • Registry of Births, Deaths and Marriages • NSW Trustee and Guardian • Consolidation of NSW Guardianship Tribunal into NCAT

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seven Sydney Living Museums sites and three Registry of Births, Deaths and sites within Wollongong including The Chifley, Marriages Novotel Northbeach and the Old Courthouse. The Registry of Births, Deaths and Marriages Registry staff also continues to offer support to (BDM) has contributed to the Departments indigenous communities and other vulnerable strategic direction to deliver high quality members across NSW by assisting with access client services for the people of NSW by the to birth certificates and the registration of births. achievement of a number of major strategic objectives in 2013–14. These included the NSW Trustee and Guardian deployment of the LifeLink Computer System to all Registry sites in June 2014. The deployment As an independent statutory authority, involved integration into the Service NSW NSW Trustee and Guardian reports separately Contact Centre which has had responsibility through its own Annual Report. However, their for the Registry’s call centre operations since work as an Office of this Department is included August 2013. here to reflect its contribution to achieving the strategic priorities particularly in regard to the In addition, the Registry, in partnership with promotion and protection of rights. Service NSW, successfully deployed the full suite of BDM transactions including Change NSW Trustee and Guardian provides of Name into the 18 Service NSW Service independent and impartial trustee services Centres in June 2014. Involvement with Service such as making Wills and powers of attorney, NSW complements existing arrangements with administering estates and trusts as the Government Access Centres and Local Courts. appointed attorney, executor or trustee, respectively. NSW Trustee and Guardian also Service NSW collects applications for provides financial management services for births, deaths, marriages and family history people assigned to NSWTG by a court or certificates and passes them to the Registry tribunal due to a person’s diminished capacity for assessment and processing. A Service to make their own financial decisions. Partnership Agreement was made with Service NSW in May 2013.The Registry is now This financial year, the Premier authorised the focussing its efforts on some key priorities Independent Pricing and Regulatory Tribunal including implementation of a new Appointment of NSW (IPART) of NSW to review the fee Booking System and deployment of the LifeLink structure of NSW Trustee and Guardian, computer system in the Service NSW Service following NSW Trustee and Guardian’s request. Centres continues. IPART is the chosen vehicle for this fee review because of its independence, absolute In March 2014, closure of the Wollongong transparency and excellent consultative Registry was managed with the Service NSW process. The last review of this type took place Wollongong Service Centre trained and fully in 2008 when IPART undertook a review of functional with all BDM transactions at the fees for the previous Office of the Protective time of the Registry closure to ensure no Commissioner, and that same year the former degradation of service was experienced in Public Trustee fees were established after a the region. Regulatory Impact Statement process was The Registry has commenced offsite marriage complete. The final recommendations by IPART ceremonies at a number of locations across will be submitted to the NSW Government in Sydney and Wollongong. These include the late November 2014.

123 Chapter 12: Representation and management of life matters for individuals

To meet the future demands of an ageing population NSW Trustee and Guardian Consolidation of NSW has established a broad strategic direction Guardianship Tribunal to increase the uptake of pre-planning into NCAT instruments in NSW. In 2013–14 NSW Trustee and Guardian in collaboration with Family On 1 January 2014, the Guardianship Tribunal and Community Services launched a public of NSW was consolidated into the NSW Civil awareness campaign, ‘Get it in black & white’. and Administrative Tribunal (see page 93) as the These efforts support and are consistent with Guardianship Division. The Division conducts the NSW Government’s Ageing Strategy. hearings to determine applications about The goal is not only to increase the proportion adults with a decision making disability who of the population with a Will, but also that are incapable of making their own decisions the community have documents in place for and who may require a legally appointed financial, health and life matters which express substitute decision-maker. a person’s wishes if action needs to be taken. Applications may be made to the Guardianship Division to: The ‘Get it in black & white’ campaign utilised media and community engagement • make guardianship orders to appoint a to target adults over 45 years of age through private guardian (family member or friend) key life stages, to promote the benefits and/or the NSW Public Guardian for awareness and uptake of planning • make financial management orders to ahead. The campaign is designed to start appoint a private financial manager and/or conversations and promote action around the the NSW Trustee & Guardian importance of planning ahead by encouraging people to prepare a Will, make a Power of • provide consent for treatment by a doctor Attorney and appoint an Enduring Guardian. or dentist Evaluation of the first phase has shown • review enduring powers of attorney evidence that the messaging of the campaign has led to category building in the planning • review an enduring guardianship ahead area. appointment • approve a clinical trial so that people with NSW Trustee and Guardian is working on decision-making disabilities can take part. launching a second phase of the campaign to build on the success already achieved. The Guardianship Division of NCAT considers The campaign will continue to raise awareness applications about people who are in NSW of planning ahead, the benefits of planning or who have property or other financial assets ahead, how to get more information. As well in NSW. one of the main aims moving forward will be The Guardianship Act 1987 sets out the limits to create a more active public response to of its responsibilities and functions and the complete planning ahead documents. principles to be applied when making decisions.

124 Chapter 12: Representation and management of life matters for individuals

The NSW Registry of Births, Deaths and Marriages helps fire affected residents

The NSW Registry of Births Deaths and Marriages stepped up to assist people caught up in the October 2013 bushfire disasters across the state.

The Registry worked closely with the disaster recovery centre to help ensure replacement certificates were issued quickly. The Registry replaced more than 200 birth certificates and 55 marriage certificates destroyed in the fire free of charge.

The NSW Registry also assisted customers to replace certificates issued by other Australian States and Territories and New Zealand.

Don’t wait – get it in black and white

Australians were encouraged to plan ahead for themselves and their ageing parents so they can ensure their future financial, legal and health decisions are respected with the launch of NSW Trustee and Guardian’s public awareness campaign Get it in black and white in 2013.

Get it in black and white is designed to promote action around the importance of pre‑planning. The campaign is collaborative effort between NSW Trustee and Guardian and the Office for Ageing and aims to encourage Australians to prepare a Will, make a power of Attorney and appoint an Enduring Guardian.

Despite widely reported increases of illnesses like Alzheimer’s, dementia, strokes and cancers, latest research shows most people are not prepared for the possibility something adverse could happen to themselves or their ageing parents.

The advertising for the campaign consisted of regional television, print, online and social media starting in November 2013 with further advertising in Sydney metropolitan television and press in February and March 2014.

The Planning Ahead Tools website has relevant information, including a section for health professionals and legal professionals with fact sheets available for download in 13 languages.

125 The Department seeks to provide a justice Chapter 13 system that protects individuals’ rights; maintains services and programs to ensure a high level of community awareness on Strategic direction: legal rights and serve to empower and assist individuals to exercise those rights. Promotion and Through the work of a number of agencies across the Department, described in preceding protection of rights chapters of this Report, the community is informed of their rights and assisted in exercising those rights through the justice system. By providing high quality information services, the Department promotes knowledge and understanding of the legal and justice system. As well, there are agencies charged with reviewing and progressing public advocacy and enhancing rights protections.

In this chapter, is a review of the work of agencies particularly charged with protection of rights within the justice system in NSW.

In this chapter: • Inspector of Custodial Services • Anti-Discrimination Board • The Commissioner of Victims Rights • National Framework of Rights and Services for Victims of Crime 2013–16 • NSW Code of Practice for the Charter of Victims Rights • Safer Pathway • Office of the Legal Services Commissioner • Office of the Professional Standards Council • Public Defenders

126 Chapter 13: Promotion and Protection of Rights

Inspector of Custodial Services In the year ahead The Office of theInspector of Custodial The Inspector of Custodial Services, Dr John Paget, Services became operational on 1 July assumed office on 1 October 2013. 2014 and commenced planning for its first inspection into the Impact of the Growth of Activities completed by 30 June 2014 included the Inmate Prison Population on Correctional development of inspection manuals and Centres. This inspection, which will continue to inspection standards for both adult corrections November 2014, examines the effects of the and Juvenile Justice and integrating the Corrective growth of the prison population on inmates, Services and Juvenile Justice Official Visitors into their families and on staff. a single program under the management of the Inspector of Custodial Services. Other theme-based inspections included in the 2014–15 Inspection Schedule, which was The Inspector presented his first report, developed in consultation with the Ombudsman, The Invisibility of Correctional Officer Work, Corrective Services NSW and Juvenile Justice to the NSW Parliament on 7 May 2014. NSW, will include: The report included the following observations. • the development and implementation of • Correctional Officers, on behalf of the programs in Juvenile Justice NSW community, manage an inmate population, • the care and management of inmates with which includes individuals and cohorts disabilities in the custody of Corrective who generate constant and high demands Services NSW. for assistance, services and interventions, who are manipulative and who, at times, The themes for inspection may change in can also be dangerous. response to assessed changes in risks in the custodial settings to be inspected. • Notwithstanding infrequent regrettable incidents, this volatile and fragile inmate population is managed with professionalism Anti-Discrimination Board and humanity, through each night, safely The Anti-Discrimination Board’s mission is and securely. to achieve maximum engagement with the • Despite the creditable outcomes achieved NSW community in relation to promoting the by Correctional Officers, other professional rights and responsibilities to deal with unlawful staff and Justice Health and Forensic Mental discrimination. Under the Anti-Discrimination Health Network colleagues, there is an Act (NSW) 1977, the Anti-Discrimination unfortunate absence of political and public Board (the Board) has a number of statutory understanding and acknowledgement of the obligations. work of those in the custodial setting. The Board maintains three offices to enable accessibility for members of the public. The Inspector of Custodial Services Designated Board staff have provided recommended the NSW Parliament may wish enquiry services to deliver confidential advice to consider passing a motion recognising and conciliation services to manage the Correctional Officers on the occasion of investigation and resolution of complaints. the Corrective Services New South Wales Remembrance Day which occurs each year on The Board’s education staff delivered training the last Friday of November. in various formats ranging from in-house sessions for employers, public seminars

127 Chapter 13: Promotion and Protection of Rights and consultative reviews which has enabled Since the establishment of the role, the information delivery in a structured format. Commissioner has either participated in Additionally, attendance at various community consultations or provided submissions on events and forums has enabled delivery of numerous law reforms papers including: information direct to the public. • encouraging early guilty pleas In 2013–14, Board staff travelled throughout the • victim impact statements for family victims state to regional and remote areas to facilitate conciliation conferences, deliver education, • sentencing for child sexual assault offenders outreach and community information services. • review of the Child Protection (Offender Registration) Act 2000 Board staff have worked with its Statutory Board and community consultative groups • parole to identify emerging issues. The Board • standard minimum non-parole periods. provides advice and has made representations on actual and potential discrimination to In 2013–14, the Commissioner has worked appropriate bodies. with government and non-government agencies to ensure improved access to In the year ahead information and support for victims of crime and promoted victims rights and the NSW For 2014–15, the Board proposes to enhance Code of Practice released on 7 May 2013. its business model to support greater customer The Office of the Commissioner has been engagement and a more efficient, innovative involved in promoting and raising awareness service to the community. Promotion of its role about victims entitlements by undertaking an in the legal framework, the ability to advise on extensive round of road shows and worked and the management of discrimination matters to encourage collaboration across justice and the increase of education and information agencies and across government. Improved delivery are key elements for the new model. service coordination and support for victims of crime will continue to ensure victims are well The Commissioner of supported and informed. Victims Rights National Framework of Rights The Victims Rights and Support Act 2013 and Services for Victims of commenced on 3 June 2013 and established in Crime 2013–16 New South Wales the role of the Commissioner of Victims Rights. The Commissioner advises The National Framework of Rights and Services government on issues regarding victims rights, for Victims of Crime 2013–2016 has been advances victims rights and assists victims in developed collaboratively with Commonwealth, their interactions with government agencies and state and territory governments in order to organisations. The Commissioner administers provide coordinated service delivery and the Victims Rights and Support Act 2013 and guidelines of good practice in supporting is responsible for the implementation and victims of crime, for all jurisdictions in Australia. promotion of the New South Wales Code of In 2013–14 Victims Services, as part of the Practice for the Charter of Victims Rights, which National Framework, has assisted in building sets standards for the provision of service and the evidence base by researching and support to victims of crime. identifying good practice in providing assistance

128 Chapter 13: Promotion and Protection of Rights and support service delivery for victims of crime Planning and policy development commenced who are children, victims of domestic violence in advance of the implementation in 2015 of the and victims of sexual assault. Legal Profession Uniform Law binding the NSW and Victorian legal regulatory systems. Victims Services will produce the second phase of work under the National Framework of Rights Across 2013–14, the OLSC implemented the and Services for Victims of Crime 2013–2016, Legal Profession Management Assessment and develop benchmark standards for quality System (LPMAS) to practitioners. Access assurance for services assisting victims of to extensive complaints data from the crime and develop a victim-focused education LPMAS was provided to the Law Society framework for professionals working with and NSW Bar Association and discussion victims of crime. continued with interstate co-regulators about increased cooperation. NSW Code of Practice for the There was increased focus on targeted audits Charter of Victims Rights and inspections of legal practices based on complaints history and risk analysis and an Victims Services has developed the Data increased number of face-to-face interviews Development and Reporting Framework to with legal practitioners. collect information from agencies in relation to meeting their obligations under the NSW Education and promotion of the awareness Code of Practice for the Charter of Victims of rights and responsibilities within the justice Rights. The aim of collecting the information system will continue to be a priority. With on a regular basis is to identify how the NSW that in mind, the OLSC further redesigned its Government is supporting victims and where website focusing on accessibility and accuracy improvements can be made. of detailed information.

In the year ahead Office of the Professional Standards Councils The NSW Code of Practice for the Charter of Victims Rights Data Development and During the 2013–14, the Office of the Reporting Framework will be implemented Professional Standards Councils monitored across government agencies with regular and oversaw Professional Standards Schemes reporting to the NSW Commissioner of Victims nationally for 18 occupational associations. Rights on a quarterly basis. The Councils have oversight of a total of 60,747 members, an increase of 5000 professionals Office of the Legal Services from the previous reporting year. Commissioner The year ahead In 2013–14, the Office of the Legal Services In 2014–15, the OPSC will work with the Commissioner (OLSC) received 2,528 written regulated professional community to ensure complaints, and 8,026 enquiry line calls. consumer protection is maintained and Of those complaints assessed as within improved and in ways that are efficient and jurisdiction, 78 per cent were retained and affordable for members and the Associations. handled by the OLSC with 22 per cent referred to the relevant professional associations. 2631 complaints were complete.

129 Chapter 13: Promotion and Protection of Rights

Office of the Director of Public Prosecutions Public Defenders to help reduce a blow-out in the number of The Public Defenders are statutorily-appointed trials listed for hearing at various regional salaried barristers, independent of the district courts including Armidale, Tamworth, government, who appear in serious criminal Port Macquarie and south – western courts matters for clients who have been granted legal including Wagga Wagga. A number of aid in NSW. ‘super’ call-overs were presided over by the Chief Judge of the District Court at each of A highlight, during 2013–14, was the these locations resulting in the resolution of successfully-argued High Court appeal of over 50 trial matters – saving well over a year Bugmy v The Queen which dealt with important in court time and considerable expense to aspects on the sentencing of Aboriginal the justice system. offenders. The High Court also granted special leave to appeal in the matter of Honeysett v In the year ahead The Queen, on the issue of the admissibility of In 2014–15 Public Defenders plan to evaluate expert opinion evidence. the impact on trial listings of allocating a In 2013–14, Public Defenders worked closely Public Defender to provide representation at with the District Court, Legal Aid NSW, the Port Macquarie District Court for 12 months. Aboriginal Legal Service NSW/ACT and the

130 Financial statements for the year ended 30 June 2014

131 Department of Police and Justice Financial statements for the year ended 30 June 2014

Page Financial statements summary 133 Statement by the Department Head 134 Independent auditor’s report 135 Statement of comprehensive income for the year ended 30 June 2014 137 Statement of financial position as at 30 June 2014 138 Statement of changes in equity for the year ended 30 June 2014 139 Statement of cash flows as at 30 June 2014 140 Service Group Statements for the year ended 30 June 2014 141 Summary of compliance with finance directives for the year ended 30 June 2014 150 Notes to and forming part of the financial statements for the year ended 30 June 2014 151 1 Summary of significant accounting policies 151 2 Expenses excluding losses 165 3 Revenue 167 4 Gain / (loss) on disposal 169 5 Other gains / (losses) 169 6 Condition on contributions 170 7 Prior period adjustment 171 8 Service groups of the agency 172 9 Cash and cash equivalents 174 10 Receivables 175 11 Inventories 177 12 Property, plant and equipment 178 13 Intangibles 180 14 Non-current assets – investment accounted for using the equity method 181 15 Fair value measurement of non-financial assets 182 16 Payables 184 17 Borrowings 185 18 Provisions 186 19 Other liabilities 187 20 Increase / decrease in net assets from equity transfers 188 21 Commitments for expenditure 190 22 Contingent liabilities and contingent assets 192 23 Budget review 193 24 Reconciliation of operating cash flows to net result 194 25 Financial instruments 194 26 Trust funds 200 27 Administered assets and liabilities 200 28 Victims compensation funds 201 29 Correctional medical services 202 30 Events after the reporting period 202 31 AASB 119 disclosure items 203 Appendix 1: 30 June 2014 superannuation position 203 Appendix 2: AASB 119 Disclosure Items 30 June 2014 204 Appendix 3: Additional Information 30 June 2014 212 32 Information for AASB108 Disclosures 213

132 Department of Police and Justice Financial statements for the year ended 30 June 2014

Financial statements summary

Financial performance The Department of Police and Justice entity incorporates the financial results of the former Attorney General’s business centres (including the employee related expenses, revenues, assets and liabilities of the NSW Trustee and Guardian and the Legal Profession Admission Board), Corrective Services NSW (including Corrective Services Industries) and Juvenile Justice. The financial results also incorporate grants expenditure and appropriations to justice cluster agencies.

The Department prepared its financial statements in accordance with:

• The provisions of the Public Finance and Audit Act, 1983 • The Financial Reporting Code for NSW General Government Sector Entities • The Public Finance and Audit Regulation 2010 • The Treasurer’s Directions • NSW Treasury Circulars.

Net result for the year The net result for the year ended 30 June 2014 was a loss of $3 million, compared with a budgeted surplus of $107 million.

Revenue Revenue totalling $5,674 million was lower than budget by $97 million. This was mainly due to reduced recurrent and capital funding of $122 million, offset by personnel services revenue of $63 million.

Expenses Expenditure totalling $5,669 million was higher than budget by $5 million, partly due to employee related expenditure exceeding budget by $26 million due to the use of casual staff and overtime to accommodate the increase in inmates in corrective facilities and additional unfavourable actuarial valuations on long service leave.

Other operating expenses exceeded budget by $21 million, mainly due to higher computer licence fees and variations in outsourced correctional management fees as a result of increased inmate numbers.

Assets Total assets were less than budget by $3 million, which was mainly due to a revaluation of properties as at 30 June 2014.

Liabilities Total liabilities exceeded budget by $2 million, mainly due to an increase in provisions of $92 million, offset by reduced liabilities in “other”.

133 Department of Police and Justice Financial statements for the year ended 30 June 2014

Statement by the Department Head for the year ended 30 June 2014

Pursuant to Section 45F of the Public Finance and Audit Act 1983, I state that

(a) The accompanying financial statements have been prepared in accordance with the provisions of the Public Finance and Audit Act 1983, the Financial Reporting Code for NSW General Government Sector Entities, the Public Finance and Audit Regulation 2010, the Treasurer’s Directions and NSW Treasury Circulars

(b) The financial statements exhibit a true and fair view of the financial position and transactions of the Department for the year ended 30 June 2014

(c) As at the date of this statement, I am not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.

Andrew Cappie-Wood Secretary 16 September 2014

134 Department of Police and Justice Financial statements for the year ended 30 June 2014 Independent auditor’s report

135 Department of Police and Justice Financial statements for the year ended 30 June 2014

136 Department of Police and Justice Statement of comprehensive income for the year ended 30 June 2014

Actual Budget Restated* 30 June 2014 30 June 2014 30 June 2013 Notes $'000 $'000 $'000 Expenses excluding losses Operating expenses Employee related expenses 2(a) 1,383,085 1,357,589 1,341,556 Other operating expenses 2(b) 455,657 435,124 429,848 Depreciation and amortisation 2(c) 176,007 176,749 170,221 Grants and subsidies 2(d) 3,521,730 3,630,414 3,461,288 Finance costs 2(e) 7,795 8,189 8,707 Other expenses 2(f) 124,786 55,529 113,965 Total expenses excluding losses 5,669,060 5,663,594 5,525,585

Revenue Recurrent appropriations 3(a) 5,070,461 5,112,261 4,957,713 Capital appropriations 3(b) 134,646 214,667 178,761 Sale of goods and services 3(c) 207,590 282,037 204,872 Investment revenue 3(d) 4,240 5,302 3,507 Retained taxes, fees and fines 3(e) 21,714 11,900 14,611 Grants and contributions 3(f) 42,254 29,114 31,814 Personnel services 3(g) 63,017 - 37,092 Acceptance by the Crown Entity of employee benefits and 3(h) 101,393 93,133 62,432 other liabilities Other revenue 3(i) 28,548 22,654 243,990 Total revenue 5,673,863 5,771,068 5,734,792

Gain / (loss) on disposal 4 (2,671) 10 (964) Other gains / (losses) 5 (4,640) (509) (4,689) Net result (2,508) 106,975 203,554

Other comprehensive income Items that will not be reclassified subsequently to net result Net increase in property, plant and equipment, and joint 105,210 - 68,319 venture revaluation surplus Net change in the asset revaluation reserve arising from a (35) - 15 change in the restoration liability Superannuation actuarial gains/(losses) 2,987 - 42,458 Total other comprehensive income 108,162 - 110,792

Total comprehensive income 105,654 106,975 314,346 * Refer Note 7 for details of prior period adjustment The accompanying notes form part of these financial statements.

137 Department of Police and Justice Statement of financial position as at 30 June 2014

Actual Budget Restated* Restated* 30 June 30 June 30 June 1 July 2014 2014 2013 2012 Notes $'000 $'000 $'000 $'000 Assets Current assets Cash and cash equivalents 9 83,090 110,438 64,160 82,588 Receivables 10 110,725 94,267 93,264 87,351 Inventories 11 11,643 9,546 9,690 9,220 Total current assets 205,458 214,251 167,114 179,159 Non-current assets Receivables 10 91,932 95,522 92,045 112,171 Property, plant and equipment Land and buildings 12 3,226,007 3,395,169 3,176,577 3,160,078 Plant and equipment 12 232,674 218,409 237,290 208,278 Land and buildings under finance lease 12 166,089 - 165,204 167,522 Property, plant and equipment 3,624,770 3,613,578 3,579,071 3,535,878 Intangibles 13 156,544 159,196 152,473 127,999 Other - 3,468 - - Investment accounted for using the equity method 14 127,326 122,689 122,796 122,689 Total non-current assets 4,000,572 3,994,453 3,946,385 3,898,737 Total assets 4,206,030 4,208,704 4,113,499 4,077,896 Liabilities Current liabilities Payables 16 147,736 95,891 101,771 120,183 Borrowings 17 4,859 3,419 5,511 5,151 Provisions 18 265,427 188,955 265,475 266,979 Other 19 2,934 143,864 2,226 3,669 Total current liabilities 420,956 432,129 374,983 395,982 Non-current liabilities Borrowings 17 82,135 84,310 86,994 86,663 Provisions 18 138,585 123,004 176,192 434,267 Total non-current liabilities 220,720 207,314 263,186 520,930 Total liabilities 641,676 639,443 638,169 916,912

Net assets 3,564,354 3,569,261 3,475,330 3,160,984

Equity Reserves 633,168 518,942 527,993 459,659 Accumulated funds 2,931,186 3,050,319 2,947,337 2,701,325 Total equity 3,564,354 3,569,261 3,475,330 3,160,984 * Refer note 7 for details of prior period adjustment. The accompanying notes form part of these financial statements.

138 Department of Police and Justice Statement of changes in equity for the year ended 30 June 2014

Accumulated Assets Total funds revaluation reserve $'000 $'000 $'000 Balance at 1 July 2013 2,950,071 527,993 3,478,064 Correction of prior period adjustment (refer Note 7) (2,734) - (2,734) Restated total equity at 1 July 2013 2,947,337 527,993 3,475,330 Net result for the year (2,508) - (2,508) Other comprehensive income: Net increase/(decrease) in property, plant and equipment - 105,210 105,210 Change in the restoration liability - (35) (35) Superannuation actuarial gains 2,987 - 2,987 Total other comprehensive income 2,987 105,175 108,162 Total comprehensive income for the year 479 105,175 105,654

Transactions with owners in their capacity as owners Decrease in net assets from administrative restructure (16,630) - (16,630)

Balance at 30 June 2014 2,931,186 633,168 3,564,354

Balance at 1 July 2012 2,706,241 459,659 3,165,900 Correction of prior period adjustment (refer Note 7) (4,916) - (4,916)

Restated total equity at 1 July 2012 2,701,325 459,659 3,160,984 Net result for the year 203,554 203,554 Other comprehensive income: Net increase/(decrease) in property, plant and equipment - 68,319 68,319 Change in the restoration liability - 15 15 Superannuation actuarial gains 42,458 - 42,458

Total other comprehensive income 42,458 68,334 110,792 Total comprehensive income for the year 246,012 68,334 314,346

Transactions with owners in their capacity as owners Increase in net assets from administrative restructure - - -

Balance at 30 June 2013 2,947,337 527,993 3,475,330 The accompanying notes form part of these financial statements.

139 Department of Police and Justice Statement of cash flows as at 30 June 2014

Actual Budget Actual 30 June 2014 30 June 2014 30 June 2013 Notes $'000 $'000 $'000 Cash flows from operating activities Payments Employee related (1,342,755) (1,258,690) (1,347,043) Grants and subsidies (3,520,038) (3,630,414) (3,463,895) Finance costs (7,795) (8,189) (8,608) Other (625,319) (548,417) (572,848) Total payments (5,495,907) (5,445,710) (5,392,394)

Receipts Recurrent appropriations 5,070,392 5,110,669 4,957,688 Capital appropriations 137,580 214,667 178,761 Sale of goods and services 179,911 282,893 208,661 Interest received 4,240 2,226 4,413 Retained taxes, fees and fines 14,343 13,633 Cash reimbursements from the Crown Entity 73,626 - 78,853 Other 187,074 116,889 118,316 Total receipts 5,667,166 5,727,344 5,560,325

Net cash flows from operating activities 24 171,259 281,634 167,931

Cash flows from investing activities Proceeds from sale of land and buildings and plant 1,859 - 86 and equipment Payment to Treasury re asset sales - (1,446) Purchases of land and buildings plant and equipment (133,038) (177,030) (179,851) Other - (33,505) - Net cash flows from investing activities (131,179) (210,535) (181,211)

Cash flows from financing activities Proceeds from borrowings and advances (904) - - Repayment of borrowings and advances (4,607) (5,009) (5,148) Net cash flows from financing activities (5,511) (5,009) (5,148)

Net increase / (decrease) in cash 34,569 66,090 (18,428) Opening cash and cash equivalents 64,160 44,348 82,588 Cash transferred out as a result of administrative (15,639) - - restructuring

Closing cash and cash equivalents 9 83,090 110,438 64,160

The accompanying notes form part of these financial statements.

140 Department of Police and Justice Service Group Statements for the year ended 30 June 2014 Service Group Statements for the year ended 30 June 2014

------(1) 57 97 239 273 2013 $'000 6,782 1,430 6,060 4,887 4,984 14,164 22,615 29,696 30,026 13,470 18,454

2 ------Service Group 5 Service Group 88 (1) (1) 147 207 762 Registry of Births, 2014 $'000 1,327 3,862 1,239 1,239 5,101 15,200 10,438 27,114 29,921 30,978 Deaths and Marriages*

-

------(33) 566 147 557 (737) 2013 $'000 6,476 1,549 26,930 17,044 56,270 14,611 108,269 216,977 232,858 123,819 123,819

Community* -

------Service Group 4 Service Group 771 189 483 (36) 2014 (364) $'000 8,855 1,613 1,181 28,743 20,463 77,485 21,713 24,337 137,159 Crime Prevention and Crime Prevention (113,222) (113,222)

-

------350 949 616 (107) 2013 $'000 5,932 4,336 6,251 (1,885) 53,414 13,505 10,638 83,489 (79,230) (79,230) Services*

-

------Court Support Service Group 3 Service Group 617 424 356 (80) 2014 (851) $'000 5,673 9,923 4,855 1,243 6,878 57,169 14,975 88,357 (82,410) (82,410)

------(260) 2013 $'000 1,256 3,991 1,120 6,845 8,555 1,585 (7,350) 75,662 61,723 21,898 29,063 30,648 272,246 436,776 108,978 125,498 (318,888) (288,240)

1 - - - - - Court Services* Service Group 2 Service Group 654 2014 (268) $'000 2,192 3,822 8,780 1,896 7,710 91,910 63,778 22,599 (3,053) 43,722 43,068 307,977 478,459 115,485 147,691 (334,089) (290,367)

------(32) 394 148 275 275 (777) 2013 $'000 8,252 2,505 7,225 1,290 2,434 34,358 52,734 10,954 14,826 (38,717) (38,442)

-

------(6) (6) Service Group 1 Service Group Legal Policy and 693 782 187 (31) 2014 (371) $'000 1,981 4,241 9,161 35,564 10,003 16,995 65,236 14,371 Regulatory Services* (51,267) (51,273) Employee related expenses Employee related Other operating expenses Expenses and income Expenses excluding losses Operating expenses and amortisation Depreciation Grants and subsidies Finance costs Other expenses expenses excluding losses Total Revenue ** appropriation Recurrent ** Capital appropriation Sale of goods and services Investment revenue Retained taxes, fees and fines Grants and contributions Personnel services revenue Entity of employee benefits and other liabilities Acceptance by the Crown Other revenue revenue Total Gain / (loss) on disposal Other gains / (losses) Net result income Other comprehensive reserve in asset revaluation Increase/(decrease) liability Net change in restoration Superannuation actuarial losses income other comprehensive Total COMPREHENSIVE INCOME TOTAL *The names and purposes of each service group are summarised in Note 8. are *The names and purposes of each service group included in the “Not attributable” column. are Consequently appropriations made on an entity basis and not to individual service groups. are **Appropriations

141 Department of Police and Justice Service Group Statements for the year ended 30 June 2014

-

------15 32 118 190 687 2013 $’000 6,155 1,065 3,420 5,362 31,743 129,247 167,310 (161,948) (161,948)

Community* -

------Supervision of - - 61 Offenders in the Offenders 213 664 Service Group 10 Service Group 2014 $’000 7,396 1,456 1,299 3,480 25,776 120,017 153,402 (149,922) (149,922)

------75 453 343 (445) 2013 $’000 4,271 4,190 8,159 3,377 77,197 16,069 34,531 34,531 437,367 205,357 724,720 (709,096) (674,565)

-

------Service Group 9 Service Group 43 368 2014 $’000 3,788 3,809 3,988 5,970 79,931 14,135 (2,171) 481,465 202,389 767,616 Custody Management* (755,652) (755,652)

- -

------2013 $’000 3,431,734 3,431,734 (3,431,734) (3,431,734)

- -

------Service Group 8 Service Group - - 2014 $’000 Cluster Grant Funding* 3,484,936 3,484,936 (3,484,936) (3,484,936)

------929 2013 $’000 64,879 64,879 37,092 37,092 28,716 28,716 (27,787)

-

------Business and 11 81 Service Group 7 Service Group 2014 $’000 1,100 1,100 64,187 64,198 63,017 63,098 (1,100) Personnel Services*

------(19) 459 530 2013 7,587 1,733 $’000 6,995 6,995 Office* 33,802 17,418 60,540 16,403 17,392 (43,167) (36,172)

-

------265 178 Service Group 6 Service Group Crown Solicitor’s Solicitor’s Crown 2014 5,422 1,076 $’000 23,606 11,530 41,634 10,363 10,806 (30,828) (30,828)

Operating expenses expenses Employee related Acceptance by the Crown Entity of employee benefits and other liabilities Acceptance by the Crown Superannuation actuarial losses income other comprehensive Total COMPREHENSIVE INCOME TOTAL Expenses and income Expenses excluding losses Other operating expenses and amortisation Depreciation Grants and subsidies Finance costs Other expenses expenses excluding losses Total Revenue ** appropriation Recurrent ** Capital appropriation Sale of goods and services Investment revenue Retained taxes, fees and fines Grants and contributions Personnel services revenue Other revenue revenue Total Gain / (loss) on disposal Other gains / (losses) Net result income Other comprehensive reserve in asset revaluation Increase/(decrease) liability Net change in restoration * The names and purposes of each service group are summarised in Note 8. are * The names and purposes of each service group included in the “Not attributable” column. are Consequently appropriations made on an entity basis and not to individual service groups. are **Appropriations

142 Department of Police and Justice Service Group Statements for the year ended 30 June 2014

15 (964) 2013 $’000 8,707 3,507 (4,689) 14,611 31,814 37,092 62,432 68,319 42,458 429,848 170,221 113,965 178,761 204,872 243,990 203,554 110,792 314,346 1,341,556 3,461,288 5,525,585 4,957,713 5,734,792

Total (35) 2014 $’000 7,795 4,240 2,987 21,714 42,254 63,017 28,548 (2,671) (4,640) (2,508) 455,657 176,007 124,786 134,646 207,590 101,393 105,210 108,162 105,654 1,383,085 3,521,730 5,669,060 5,070,461 5,673,863

- -

------2013 $’000 62,432 178,761 4,957,713 5,198,906 5,198,906 5,198,906

-

------2014 Not Attributable $’000 52,109 52,109 134,646 101,393 5,070,461 5,306,500 5,306,500 5,358,609

------(45) 446 278 929 2013 $’000 7,205 3,510 4,717 4,628 4,628 96,509 23,028 127,188 (122,516) (117,888)

------Service Group 13 Service Group 95 791 395 (56) (35) 2014 $’000 8,991 1,445 1,935 9,998 96,746 22,152 10,033 128,680 (126,801) (116,803) Juvenile Custodial Services*

------88 15 15 (22) 137 484 2013 $’000 1,801 6,458 1,646 2,267 40,028 12,272 60,647 (58,402) (58,387)

-

------Service Group 12 Service Group 38 195 711 (28) 2014 $’000 1,367 8,333 3,189 4,095 41,857 13,064 64,659 (60,592) (60,592) Community Based Services*

-

------31 62 824 2013 $’000 2,991 3,866 4,294 39,184 38,348 43,528 138,612 184,684 (141,156) (141,156)

-

------28 53 2014 $’000 2,874 3,492 3,419 1,147 50,662 40,940 45,559 Service Group 11 Service Group 110,554 167,610 (122,051) (122,051) Offenders Program* Offenders

Employee related expenses Employee related Other operating expenses Expenses and income Expenses excluding losses Operating expenses and amortisation Depreciation Grants and subsidies Finance costs Other expenses expenses excluding losses Total Revenue ** appropriation Recurrent ** Capital appropriation Sale of goods and services Investment revenue Retained taxes, fees and fines Grants and contributions Personnel services revenue Entity of employee Acceptance by the Crown benefits and other liabilities Other revenue revenue Total Gain / (loss) on disposal Other gains / (losses) Net result income Other comprehensive reserve in asset revaluation Increase/(decrease) liability Net change in restoration Superannuation actuarial losses income other comprehensive Total COMPREHENSIVE INCOME TOTAL *The names and purposes of each service group are summarised in Note 8. are *The names and purposes of each service group included in the “Not attributable” column. are Consequently appropriations made on an entity basis and not to individual service groups. are **Appropriations

143 Department of Police and Justice Service Group Statements for the year ended 30 June 2014

------953 2013 $’000 7,052 3,642 7,779 1,750 4,196 6,899 1,800 1,880 3,680 (8,571) 10,694 14,258 13,466 24,160 10,579 13,581

------Service Group 5 Service Group 201 800 Registry of Births, 2014 $’000 6,496 2,377 8,873 6,854 2,157 2,423 5,380 1,000 2,348 3,348 8,728 18,676 25,731 34,604 25,876 Deaths and Marriages

------666 236 2013 $’000 2,083 2,749 7,203 2,606 1,806 17,549 12,646 37,398 40,147 79,563 82,405 75,509 77,315 159,720 (119,573)

Community*

------Service Group 4 Service Group 2014 $’000 2,630 8,133 1,405 2,959 10,763 17,723 22,087 32,850 36,696 79,977 48,379 48,379 Crime Prevention and Crime Prevention 116,673 165,052 (132,202)

------602 2013 $’000 1,697 5,310 7,007 2,504 6,641 8,825 4,601 3,589 8,190 32,040 18,954 53,498 60,505 16,068 24,258 36,247

------Service Group 3 Service Group 765 2014 $’000 6,248 9,032 3,337 7,028 8,198 9,209 3,513 3,513 5,490 15,280 11,130 26,410 17,407 20,920 Court Support Services*

------2013 $’000 4,990 7,911 1,770 18,004 22,994 55,783 18,836 25,954 46,560 13,532 10,654 24,186 70,746 122,796 1,204,505 1,390,995 1,413,989 1,343,243

-

- - - - Court Services* Service Group 2 Service Group 2014 $’000 2,842 3,056 2,934 20,630 38,612 59,242 87,814 22,645 29,051 57,686 18,786 11,293 30,079 87,765 127,326 1,286,148 1,504,130 1,563,372 1,475,607

------702 249 2013 $’000 2,196 2,898 1,036 8,104 2,747 3,650 6,646 1,903 1,596 3,499 13,170 22,310 25,208 10,145 15,063

------Service Group 1 Service Group Legal Policy and 282 2014 $’000 2,302 3,328 5,630 1,229 2,589 4,100 9,729 3,020 3,393 6,413 1,407 1,407 7,820 1,909 Regulatory Services*

Assets and liabilities ASSETS assets Current Cash and cash equivalents Receivables Inventories Financial assets at fair value asset current Total assets Non-current Receivables Inventories plant and equipment Property, Other financial assets Investment accounted for using the equity method Intangibles assets non-current Total assets Total LIABILITIES liabilities Current Payables Borrowings Provisions Other liabilities current Total liabilities Non-current Borrowings Provisions Other liabilities non-current Total liabilities Total Net assets *The names and purposes of each service group are summarised in Note 8. are *The names and purposes of each service group

144 Department of Police and Justice Service Group Statements for the year ended 30 June 2014

-

------2013 $’000 1,968 3,421 5,389 5,327 7,790 55,975 61,302 66,691 18,248 26,038 26,038 40,653

- Community*

------Supervision of Offenders in the Offenders 2014 $’000 2,354 1,152 3,506 4,144 9,813 Service Group 10 Service Group 17,311 27,124 27,124 278,738 282,882 286,388 259,264

------904 2013 $’000 9,677 13,978 23,655 26,417 32,805 62,222 95,931 63,352 63,352 159,283 1,889,981 1,916,398 1,940,053 1,780,770

------Service Group 9 Service Group 2014 $’000 5,743 1,003 11,727 17,470 20,654 45,156 68,225 62,349 62,349 114,384 176,733 Custody Management* 1,452,106 1,472,760 1,490,230 1,313,497

------

------2013 $’000

------

------Service Group 8 Service Group 2014 $’000 Cluster Grant Funding*

------(327) 2013 $’000 1,378 22,710 22,710 69,399 69,399 92,109 21,862 23,240 69,196 69,196 92,436 Services*

------Service Group 7 Service Group 2014 (315) $’000 1,481 25,758 25,758 70,119 70,119 95,877 24,815 26,296 69,896 69,896 96,192 Business and Personnel

------859 2013 $’000 2,217 2,655 1,729 6,601 8,508 2,226 13,238 16,436 29,674 36,275 11,593 12,371 12,371 23,964 12,311

------

------Service Group 6 Service Group 2014 $’000 Crown Solicitor’s Office* Solicitor’s Crown

Assets and liabilities ASSETS assets Current Cash and cash equivalents Receivables Inventories Financial assets at fair value asset current Total assets Non-current Receivables Inventories plant and equipment Property, Other financial assets Investment accounted for using the equity method Intangibles assets non-current Total assets Total LIABILITIES liabilities Current Payables Borrowings Provisions Other liabilities current Total liabilities Non-current Borrowings Provisions Other liabilities non-current Total liabilities Total Net assets *The names and purposes of each service group are summarised in Note 8. are *The names and purposes of each service group

145 Department of Police and Justice Service Group Statements for the year ended 30 June 2014 - - - -

2013 $’000 9,690 5,511 2,226 64,160 93,264 92,045 86,994 167,114 122,796 152,473 101,771 265,475 374,983 176,192 263,186 638,169 3,579,071 3,946,385 4,113,499 3,475,330

- - - - Total

2014 $’000 4,859 2,934 83,090 11,643 91,932 82,135 110,725 205,458 127,326 156,544 147,736 265,427 420,956 138,585 220,720 641,676 3,624,770 4,000,572 4,206,030 3,564,354

------

------2013 $’000

------

------Not attributable 2014 $’000

-

------2013 $’000 1,605 8,623 6,572 8,797 15,260 16,865 15,369 15,369 335,335 343,958 360,823 345,454

Service Group 13 Service Group -

------2014 $’000 1,221 6,017 6,434 9,301 19,202 20,423 15,735 15,735 343,713 349,730 370,153 354,418 Juvenile Custodial Services*

------870 2013 $’000 7,181 8,051 9,558 1,394 3,090 4,170 7,260 1,397 1,397 8,657 10,952 19,003 10,346

Service Group 12 Service Group ------601 2014 $’000 9,457 8,911 3,060 3,170 4,581 7,751 1,749 1,749 9,500 10,058 11,971 22,029 12,529 Community Based Services*

-

------2013 $’000 1,729 3,009 9,690 4,681 (2,438) 14,428 15,427 20,108 34,536 17,494 19,480 36,974 36,974

-

------Service Group 11 Service Group 2014 Offenders Program* Offenders $’000 2,045 3,603 8,966 14,768 11,643 28,456 17,141 26,107 26,107 242,329 245,932 274,388 248,281

Assets and liabilities ASSETS assets Current Cash and cash equivalents Receivables Inventories Financial assets at fair value asset current Total assets Non-current Receivables Inventories plant and equipment Property, Other financial assets Investment accounted for using the equity method Intangibles assets non-current Total assets Total LIABILITIES liabilities Current Payables Borrowings Provisions Other liabilities current Total liabilities Non-current Borrowings Provisions Other liabilities non-current Total liabilities Total Net assets *The names and purposes of each service group are summarised in Note 8. are *The names and purposes of each service group

146 Department of Police and Justice Service Group Statements for the year ended 30 June 2014

-

- - - - - 2013 $’000 and Marriages* - Service Group 5 Service Group

- - - - - 2014 $’000 Registry of Births, Deaths

-

- - - - - 2013 $’000 Community* -

Service Group 4 Service Group - - - - - 2014 $’000 Crime Prevention and Crime Prevention

-

- - - - - 2013 $’000 -

Service Group 3 Service Group - - - - - 2014 $’000 Court Support Services*

- - - - 2013 $’000 13,151 13,151 Court Services*

Service Group 2 Service Group - - - - 2014 $’000 12,468 12,468

-

- - - - - 2013 $’000 -

Service Group 1 Service Group Legal Policy and - - - - - 2014 Regulatory Services* $’000 Taxes, fees and fines Taxes, Other Administered expenses and income Administered payments Transfer Other receipts Transfer Consolidated Fund income less expenses Administered * The name and purpose of each program is summarised in Note 8. * The name and purpose of each program disclosed in Note 27. assets and liabilities are Administered

147 Department of Police and Justice Service Group Statements for the year ended 30 June 2014

- 2013 $’000

-

- - - - - Service Group 10 Service Group in the Community* 2014 $’000 Supervision of Offenders

- 2013 $’000

Service Group 9 Service Group -

- - - - - 2014 $’000 Custody Management*

- 2013 $’000

Service Group 8 Service Group -

- - - - - 2014 $’000 Cluster Grant Funding*

- 2013 $’000 Business and

Service Group 7 Service Group -

- - - - - Personnel Services* 2014 $’000 - 2013 $’000

Service Group 6 Service Group -

- - - - - 2014 $’000 Crown Solicitor’s Office* Solicitor’s Crown Taxes, fees and fines Taxes, Other Administered expenses and income Administered payments Transfer Other receipts Transfer Consolidated Fund income less expenses Administered * The name and purpose of each program is summarised in Note 7. * The name and purpose of each program disclosed in Note 27. assets and liabilities are Administered

148 Department of Police and Justice Service Group Statements for the year ended 30 June 2014 - - - -

2013 $’000 13,151 13,151 - - - - Total

2014 $’000 12,468 12,468 -

2013 $’000 Not attributable -

- - - - - 2014 $’000

-

2013 $’000 -

Service Group 13 Service Group - - - - - 2014 $’000 Juvenile Custodial Services*

-

2013 $’000 -

Service Group 12 Service Group - - - - - 2014 $’000 Community Based Services*

-

2013 $’000 -

Service Group 11 Service Group - - - - - Offenders Program* Offenders 2014 $’000 Administered expenses and income Administered payments Transfer Other receipts Transfer Consolidated Fund fees and fines Taxes, Other income less expenses Administered * The name and purpose of each program is summarised in Note 7. * The name and purpose of each program disclosed in Note 27. assets and liabilities are Administered

149 Department of Police and Justice Summary of compliance with finance directivesfor the year ended 30 June 2014 - -

- - - - - Fund $’000 178,761 178,761 178,761 178,761 net claim on Consolidated Expenditure / Expenditure

-

- - - - - 85 85 $’000 194,694 194,694 194,779 propriation Capital ap

-

- - - - - 2013 Fund $’000 (2,226) 4,957,713 4,957,713 4,957,713 4,959,939 net claim on Consolidated Expenditure / Expenditure

- - - $’000 3,846 1,798 1,798 52,447 Recurrent Recurrent 4,965,658 5,021,951 5,023,749 appropriation

-

- - - - - Fund $’000 (2,934) 134,646 134,646 134,646 137,580 net claim on Consolidated Expenditure / Expenditure

- - - - - $’000 5,010 5,010 Capital 214,667 214,667 219,677 appropriation

- -

- - - - - 2014 Fund $’000 5,070,461 5,070,461 5,070,461 5,070,461 net claim on Consolidated Expenditure / Expenditure

-

- - - - $’000 15,089 15,089 5,110,669 5,110,669 5,125,758 Recurrent Recurrent appropriation

ORIGINAL BUDGET APPROPRIATION/ EXPENDITURE Act Appropriation Additional Appropriations s 26 PF&AA - Commonwealth specific purpose payments another agency s 31 PF&AA - transfers from s 33 PF&AA - variation of authorised payments Consolidated Fund from OTHER APPROPRIATION/EXPENDITURE Other adjustments / expenditure appropriation Total net claim on Consolidated Fund (includes transfer payments) Amount drawn down against Appropriation Liability to Consolidated Fund* ated Fund monies are spent first (except where otherwise identified or prescribed). otherwise identified or spent first (except where The Summary of Compliance is based on the assumption that Consolid ated Fund monies are Claim on Consolidated Fund’’. Expenditure/Net and the ‘’Total between the amount drawn down against “Appropriation” the difference * The Liability to Consolidated Fund represents

150 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies

(a) Reporting entity The Department of Police and Justice (Department) (previously the Department of Attorney General and Justice up to 23 April 2014) as a reporting entity incorporates the financial results of the former Attorney General’s business centres (including the employee related expenses, employee related revenues, employee related assets and employee related liabilities of the NSW Trustee and Guardian, the Office of thePublic Guardian and the Legal Profession Admission Board), Corrective Services NSW (including Corrective Services Industries) and Juvenile Justice. The Department of Police and Justice changed its name by administrative order on 1 July 2014 to the Department of Justice (refer Note 30). During the year, the following administrative arrangements occurred:

NSW Civil and Administrative Tribunal On 1 January 2014, the Public Sector Employment and Management (NSW Civil and Administrative Tribunal and Local Land Services) Order 2013 established the NSW Civil and Administrative Tribunal. This involved the transfer of functions from other agencies, namely: • Consumer, Trader and Tenancy Tribunal (transferred from the Department of Finance and Services) • Local Land Boards (transferred from the Department of Trade and Investment) • Health Practitioners’ Tribunals (transferred from the Department of Health) • Local Government Pecuniary Interest Disciplinary Tribunal (transferred from the Department of Premier and Cabinet). Crown Solicitor’s Office On 24 February 2014, the Administrative Arrangements Order 2014 established the Crown Solicitor’s Office as a separate agency, with transactions from that date being separately accounted for under this new agency. In the process of preparing the financial statements for the economic entity consisting of the reporting divisions, all inter-entity transactions and balances have been eliminated. The Department is a New South Wales government department. The Department is a not-for-profit entity (as profit is not its principal objective) and it has no cash generating units. The reporting entity is consolidated as part of the NSW Total State Sector Accounts. These financial statements for the year ended 30 June 2014 have been authorised for issue by the Secretary on 16 September 2014, after recommendation by the Audit and Risk Committee. (b) Basis of preparation The Department’s financial statements are general purposefinancial statements which have been prepared in accordance with: • applicable Australian Accounting Standards (which include Australian Accounting interpretations); • the requirements of the Public Finance and Audit Act 1983 and Regulation; and • the Financial Reporting Directions published in the Financial Reporting Code for NSW General Government Sector Agencies or issued by the NSW Treasurer.

151 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (b) Basis of preparation (cont’d) Property, plant and equipment, investment property, assets (or disposal groups) held for sale and financial assets at ‘fair value through profit or loss’ and available for sale are measured at fair value. Other financial statements items are prepared in accordance with the historical cost convention. Judgements, key assumptions and estimations that management has made are disclosed in the relevant notes to the financial statements. All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency, except for: 1) written notes that accompany the main notes to the financial statements which are expressed in millions of Australian dollars to one decimal place 2) the detailed actuarial reports on superannuation are provided by Pillar Administration and reported in single Australian dollars (refer Note 31) 3) details of a US dollar bank account held outside of the public monies accounts (refer Note 26). The accrual basis of accounting and all applicable accounting standards have been adopted. (c) Statement of Compliance The Department’s financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations. (d) Administered activities The Department administers, but does not control, certain activities on behalf of the Crown Entity. It is accountable for the transactions relating to those administered activities but does not have the discretion to deploy the resources for the achievement of the Department’s own objectives. Transactions and balances relating to the administered activities are not recognised as the Department’s income, expenses, assets and liabilities, but are disclosed in the accompanying schedule as “Administered Assets and Liabilities’’ in Note 27. (e) Income recognition Income is measured at the fair value of the consideration or contribution received or receivable. Additional comments regarding the accounting policies for the recognition of income are discussed below. (i) Parliamentary appropriations and contributions Parliamentary appropriations and contributions from other bodies (including grants and donations) are generally recognised as income when the Department obtains control over the assets comprising the appropriations/ contributions. Control over appropriations and contributions is normally obtained upon the receipt of cash.

152 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (i) Parliamentary appropriations and contributions (cont’d) The principal department within the Justice Cluster, which receives appropriations from NSW Treasury, is the Department, comprising the former Attorney General’s business centres, Corrective Services NSW and Juvenile Justice. The agencies within the Justice Cluster which receive funding by way of grants are the NSW Police Force, Ministry of Police and Emergency Services, Fire and Rescue NSW, Information and Privacy Commission, Legal Aid NSW, State Emergency Services, NSW Rural Fire Service and NSW Crime Commission. These amounts are shown as grants to budget dependent agencies in the financial statements of the Department (refer Note 2(d)). Appropriations are not recognised as income when unspent. Appropriations at year-end are recognised as liabilities rather than income, as the authority to spend the money lapses and the unspent amount must be repaid to the Consolidated Fund. The liability is disclosed in Note 19 as part of ‘Other Liabilities – Current’. The amount will be repaid and the liability will be extinguished next financial year. (ii) Sale of goods Revenue from the sale of goods is recognised as revenue when the Department transfers the significant risks and rewards of ownership of the assets. (iii) Rendering of services Revenue is recognised when the service is provided or by reference to the stage of completion. (iv) Retained fees Retained fees comprise monies due from individuals relating to matters dealt with by the Victims Compensation Tribunal, monies due from the confiscation of crime proceeds and levies raised by the Courts on perpetrators of acts of violence. The revenue is recognised when restitution orders are made or confirmed by the Tribunal or when payment arrangements between the Director or Registrar and defendants are entered into. (v) Investment revenue Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition and Measurement. Rental revenue is recognised in accordance with AASB 117 Leases on a straight-line basis over the lease term. (vi) Grants and contributions Grants and contributions comprise monies received from outside entities, including budget sector agencies, relating to specific services provided by the Department. These monies are recognised as income when the Department gains control over them, irrespective of whether restrictions or conditions are imposed on their use. (vii) Other revenue Other revenue comprises monies received from outside entities not categorised in the revenue headings mentioned above. The revenue is recognised when the fee in respect of services provided is receivable.

153 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (viii) Personnel services revenue Personnel services revenue relates to the provision of personnel services to the NSW Trustee and Guardian, including the Office of thePublic Guardian, and the Legal Profession Admission Board. These entities are statutory bodies, which the Department does not control. (f) Borrowing costs Borrowing costs are recognised as expenses in the period in which they are incurred, in accordance with Treasury’s mandate to not-for-profit general government sector agencies. (g) Insurance The Department’s insurance activities are conducted through the NSW Treasury Managed Fund Scheme of self-insurance for Government agencies. The expense (premium) is determined by the fund manager based on past claim experience. (h) Accounting for the Goods and Services Tax (GST) Income, expenses and assets are recognised net of the amount of GST, except that: • the amount of GST incurred by the Department as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense, and • receivables and payables are stated with the amount of GST included. Cash flows are included in the statement of cash flows on a gross basis. However, the GST components of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the Australian Taxation Office are classified as operating cash flows. (i) Assets (i) Acquisition of assets The cost method of accounting is used for the initial recording of all acquisitions of assets controlled by the Department. Cost is the amount of cash or cash equivalents paid or the fair value of the other consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount attributed to that asset when initially recognised in accordance with the requirements of other Australian Accounting Standards. Assets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of acquisition. Fair value is the amount for which an asset could be exchanged between knowledgeable, willing parties in an arm’s length transaction. Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, that is, deferred payment amount is effectively discounted at an asset-specific rate. (ii) Capitalisation thresholds Property, plant and equipment and intangible assets costing $10,000 and above individually (or forming part of a network costing more than $10,000) are capitalised and recognised as assets in the Department’s fixed asset registers.

154 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (i) Assets (cont’d) (iii) Revaluation of property, plant and equipment Physical non-current assets are valued in accordance with the ‘Valuation of Physical Non- Current Assets at Fair Value’ Policy and Guidelines Paper (TPP 14-01). This policy adopts fair value in accordance with AASB 13 Fair Value Measurement and AASB 116 Property, Plant and Equipment. Property, plant and equipment is measured at the highest and best use by market participants that is physically possible, legally permissible and financially feasible. The highest and best use must be available at a period that is not remote and take into account the characteristics of the asset being measured, including any socio-political restrictions imposed by government. In most cases, after taking into account these considerations, the highest and best use is the existing use. In limited circumstances, the highest and best use may be a feasible alternative use, where there are no restrictions on use or where there is a feasible higher restricted alternative use. Fair value of property, plant and equipment is based on a market participants’ perspective, using valuation techniques (market approach, cost approach, income approach) that maximise relevant observable inputs and minimise unobservable inputs. Also refer Note 12 and Note 15 for further information regarding fair value. The Department revalues each class of property, plant and equipment at least every five years or with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ materially from its fair value at reporting date. The last comprehensive revaluation of properties was completed on 30 June 2011 and was based on an independent assessment. An independent desk top review was undertaken as at 30 June 2014, resulting in a revaluation increase of land, buildings and finance leases by 5 per cent on the 2013 desk top revaluation. The Department mainly owns specialised assets, including heritage assets, such as court houses, correctional centres and Juvenile Justice centres, which are valued using the depreciated replacement cost method. However, if a specialised asset is decommissioned and transferred as directed by Government Property NSW, a revaluation at market value would be obtained for the land and buildings. If such specialised assets are no longer in use but are not decommissioned by Government Property NSW, such assets remain on the books at depreciated replacement cost, until a determination is made on the future of these assets. Non-specialised assets with short useful lives are measured at depreciated historical cost, as a surrogate for fair value. When revaluing non-current assets using the cost approach, the gross amount and the related accumulated depreciation are separately restated. For other assets using other valuation techniques, any balances of accumulated depreciation at the revaluation date in respect of those assets are credited to the asset accounts to which they relate. The net asset accounts are then increased or decreased by the revaluation increments or decrements.

155 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (i) Assets (cont’d) Revaluation increments are credited directly to revaluation surplus, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the net result, the increment is recognised immediately as revenue in the net result. Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same class of assets, they are debited directly to the revaluation surplus. As a not-for-profit entity, revaluation increments and decrements are offset against one another within a class of non-current assets, but not otherwise. Where an asset that has previously been revalued is disposed of, any balance remaining in the asset revaluation surplus in respect of that asset is transferred to accumulated funds. (iv) Impairment of property, plant and equipment As a not-for-profit entity with no cash generating units, impairment under AASB 136 Impairment of Assets is unlikely to arise. As property, plant and equipment is carried at fair value, impairment can only arise in the rare circumstances where the costs of disposal are material. Specifically, impairment is unlikely for not-for-profit entities given that AASB 136 modifies the recoverable amount test for non-cash generating assets of not-for-profit entities to the higher of fair value less costs of disposal and depreciated replacement cost, where depreciated replacement cost is also fair value. (v) Depreciation of property, plant and equipment Depreciation is provided for on a straight-line basis for all depreciable assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to the Department. All material separately identifiable components of assets are depreciated over their shorter useful lives. Land is not a depreciable asset. The depreciation/amortisation rates used for each class of assets are as follows:

156 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (i) Assets (cont’d) Property, plant and equipment 30 June 2014 30 June 2013 Land & Buildings Buildings at valuation Estimated useful life Estimated useful life Buildings at cost 2% 2% Air conditioning 10% 10% Land and buildings under finance lease Over term of finance lease Over term of finance lease

Plant & Equipment Make good assets Over term of operating lease Over term of operating lease Computer equipment, voice and data communications 25% 25% Computer equipment, voice and data communications 20% 20% acquired after 1 July 2012 Desktop PCs 20% 20% Furniture and fittings 10% 10% Correctional centre equipment, including CCTV, and 10% 10% industrial plant and equipment used by Corrective Services Industries Other plant and equipment 20% 20% Leasehold improvements Over term of the lease Over term of the lease Transport equipment 14.3% 14.3% Intangible assets Software 25% 25% Software acquired after 1 July 2012 20% 20% Software – major projects 10% 10% (vi) Restoration costs The estimated cost of dismantling and removing an asset and restoring the site is included in the cost of an asset, to the extent it is recognised as a liability. (vii) Maintenance Day-to-day servicing costs or maintenance are charged as expenses as incurred, except where they relate to the replacement of a part or a component of an asset, in which case the costs are capitalised and depreciated. Maintenance costs include an amount of $0.6 million (2013: $0.4 million) concerning heritage program services provided free of charge by the Office ofFinance and Services. (viii) Leased assets A distinction is made between finance leases, which effectively transfer from the lessor to the lessee substantially all the risks and benefits incidental to ownership of the leased assets, and operating leases under which the lessor effectively retains all such risks and benefits.

157 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (i) Assets (cont’d) Where a non-current asset is acquired by means of a finance lease, the asset is recognised at its fair value at the commencement of the lease term. The corresponding liability is established at the same amount. Lease payments are allocated between the principal component and the interest expense. Operating lease payments are charged to the statement of comprehensive income in the periods in which they are incurred. (ix) Intangible assets The Department recognises intangible assets only if it is probable that future economic benefits will flow to the Department and the cost of the asset can be measured reliably. Intangible assets are measured initially at cost. Where an asset is acquired at no or nominal cost, the cost is its fair value as at the date of acquisition. The useful lives of intangible assets are assessed to be finite. Intangible assets are subsequently measured at fair value only if there is an active market. As there is no active market for the Department’s intangible assets, the assets are carried at cost less any accumulated amortisation. The Department’s intangible assets are amortised using the straight-line method over a period from four to ten years. Intangible assets are tested for impairment where an indicator of impairment exists. If the recoverable amount is less than the carrying amount, the carrying amount is reduced to recoverable amount and the reduction is recognised as an impairment loss. (x) Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method, less an allowance for any impairment of receivables. Any changes are recognised in the surplus/(deficit) for the year when impaired, derecognised or through the amortisation process. Short-term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. With regard to Victims Compensation Fund debtors and Criminal Injury Compensation debtors, the rationale for recognising debt is based on average cash receipts over a five year period to 30 June 2014. With regard to certain Court debtors held at the State Debt Recovery Office, the rationale for recognising debt is based on average cash receipts over a three-year period to 30 June 2014.

158 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (i) Assets (cont’d) (xi) Inventories Inventories held for distribution are stated at cost, adjusted when applicable, for any loss of service potential. A loss of service potential is identified and measured based on the existence of a current replacement cost that is lower than the carrying amount. Inventories (other than those held for distribution) are stated at the lower of cost and net realisable value. Cost is calculated using the weighted average cost or “first in first out” method. The cost of inventories acquired at no cost or for nominal consideration is the current replacement cost as at the date of acquisition. Current replacement cost is the cost the agency would incur to acquire the asset. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale. (xii) Impairment of financial assets All financial assets, except those measured at fair value through the statement of comprehensive income, are subject to an annual review for impairment. An allowance for impairment is established when there is objective evidence that the entity will not be able to collect all amounts due. Any reversals of impairment losses are reversed through the net result for the year, where there is objective evidence. Reversal of impairment losses of financial assets carried at amortised cost cannot result in a carrying amount that exceeds what the carrying amount would have been had there not been an impairment loss. (xiii) Trust funds including inmate funds The Department receives monies in a trustee capacity for various trusts as set out in Note 26. As the Department performs only a custodial role in respect of these monies, and because the monies cannot be used for the achievement of the Department’s own objectives, these funds are not recognised in the financial statements. In addition to the above, the Department holds monies outside of the Public Monies Account and invests them in accordance with various Court rules and orders. (j) Liabilities (i) Payables These amounts represent liabilities for goods and services provided to the Department and other amounts. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. (ii) Borrowings All loans are recognised at amortised cost using the effective interest rate method (refer Note 17).

The finance lease liability is determined in accordance with AASB 117 Leases.

159 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (j) Liabilities (cont’d) (iii) Financial Guarantees A financial guarantee contract is a contract that requires the issuer to make specified payments to reimburse the holder (the Department) for a loss it incurs because a specified debtor fails to make payment when due in accordance with the original or modified terms of a debt instrument. The Department is the holder of one financial guarantee, which is disclosed as a contingent asset in Note 22. (iv) Employee benefits and other provisions (a) Salaries and wages, annual leave, sick leave and on costs Salaries and wages (including non-monetary benefits) and paid sick leave that are expected to be settled wholly within 12 months after the end of the period in which the employees render the service are recognised and measured at the undiscounted amounts of the benefits. Annual leave is not expected to be settled wholly before twelve months after the end of the annual reporting period in which the employees render the related service. As such, it is required to be measured at present value in accordance with AASB 119 Employee Benefits (although short-cut methods are permitted). Actuarial advice was obtained and confirmed that the use of a nominal approach plus the annual leave on annual leave liability (using 7.9% of the nominal value of annual leave) can be used to approximate the present value of the annual leave liability. The Department has assessed the actuarial advice based on the Department’s circumstances and has determined that the effect of discounting is immaterial to annual leave. Unused non-vesting sick leave does not give rise to a liability, as it is not considered probable that sick leave taken in the future will be greater than the benefits accrued in the future. (b) Long service leave and superannuation The Department’s liabilities for long service leave and defined benefit superannuation are assumed by the Crown Entity, with the exception of the former Compensation Court (closed in December 2003), the costs of which are recouped from the Workcover Authority; the Residual Court, the costs of which are recouped from Coal Services Pty Ltd; the Dust Diseases Tribunal, the costs of which are recouped from the Dust Diseases Board; the Legal Services Tribunal, the Legal Professional Advisory Council and the Office of the Legal Services Commissioner, the costs of which are recouped from the Public Purpose Fund, administered by the NSW Law Society. Liabilities for long service leave and superannuation in respect of the Registry of Births, Deaths and Marriages, the NSW Trustee and Guardian and the Legal Profession Admission Board are not assumed by the Crown Entity. The Department accounts for the liability as having been extinguished, resulting in the amount assumed being shown as part of the non-monetary revenue item described as ‘’Acceptance by the Crown Entity of employee benefits and other liabilities’’. Long service leave is measured at present value in accordance with AASB 119 Employee Benefits. This is based on the application of certain factors (specified in NSWTC 14/04) to employees with five or more years of service, using current rates of pay. These factors were determined based on an actuarial review to approximate present value.

160 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (j) Liabilities (cont’d) The Registry of Births, Deaths and Marriages, the NSW Trustee and Guardian, the Office of the Public Guardian and the Legal Profession Admission Board contribute to the NSW Non Budget Long Service Leave Pool Account held by NSW Treasury. The Treasury “pool” account administers the long service leave provision for agencies and commercial activities whose liabilities were previously assumed by the Crown Entity due to being part of the Budget Sector. Contributions made to NSW Treasury are included in Employee Related Expenses. The Department recognises a receivable amount from the Long Service Leave Pool. The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer’s Directions. The expense for certain superannuation schemes (that is, Basic Benefit and First State Super) is calculated as a percentage of the employees’ salary. For other superannuation schemes (that is, State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees’ superannuation contributions. (c) Consequential on-costs Consequential costs to employment are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised. This includes outstanding amounts of payroll tax, workers’ compensation insurance premiums and fringe benefits tax. (d) Other provisions Other provisions exist when: the Department has a present legal or constructive obligation as a result of a past event; it is probable that an outflow of resources will be required to settle the obligation; and a reliable estimate can be made of the amount of the obligation. Other provisions include a provision for Victims Support Fund – unpaid pending claims. (k) Fair value hierarchy A number of the Department’s accounting policies and disclosures require the measurement of fair values, for both financial and non-financial assets and liabilities. When measuring fair value, the valuation technique used maximises the use of relevant observable inputs and minimises the use of unobservable inputs. Under AASB 13, Fair Value Measurement, the Department categorises, for disclosure purposes, the valuation techniques based on the inputs used in the valuation techniques as follows: • Level 1 – quoted prices in active markets for identical assets / liabilities that the entity can access at the measurement date. • Level 2 – inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly. • Level 3 – inputs that are not based on observable market data (unobservable inputs). The Department recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred. Refer Note 12 and Note 15 for further disclosures regarding fair value measurements of financial and non-financial assets.

161 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (l) Equity and reserves (i) Revaluation surplus The revaluation surplus is used to record increments and decrements on the revaluation of non-current assets. This accords with the Department’s policy on the revaluation of property, plant and equipment as discussed in 1(i)(iii). (ii) Accumulated funds The category “Accumulated funds” includes all current and prior period retained funds. (m) Equity transfers The transfer of net assets between agencies as a result of an administrative restructure, transfers of programs/ functions and parts thereof between NSW public sector agencies and equity appropriations’ (refer Note 20) are designated or required by Accounting Standards to be treated as contributions by owners and recognised as an adjustment to ‘’Accumulated Funds’’. This treatment is consistent with AASB 1004 Contributions and Australian Interpretation and 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities. Transfers arising from an administrative restructure involving not-for-profit government entities are recognised fair value by the transferee immediately prior to the restructure. Subject to below, in most instances this will approximate fair value. All other equity transfers are recognised at fair value, except for intangibles. Where an intangible has been recognised at (amortised) cost by the transferor because there is no active market, the entity recognises the asset at the transferor’s carrying amount. Where the transferor is prohibited from recognising internally generated intangibles, the entity does not recognise that asset. (n) Budgeted amounts The budgeted amounts are drawn from the original budgeted financial statements presented to Parliament in respect of the reporting period, as adjusted for section 24 of the Public Finance and Audit Act where there has been a transfer of functions between departments. Other amendments made to the budget are not reflected in the budgeted amounts. (o) Interest in joint venture – Law Courts Limited The NSW Government entered into an arrangement with the Commonwealth in 1977. That arrangement was set out in a general letter between the parties, which was confirmed in a letter dated 13 August 2008, co-signed by the Secretary, Federal Attorney General’s Department and the Director General, NSW Attorney General’s Department (now part of the Department of Police and Justice), which confirmed ownership and funding arrangements of Law Courts Limited. The NSW Government has an investment in Law Courts Limited, nominates Directors to the Board and votes at general meetings. The company is constituted under Corporations legislation and has a Constitution. The Department has recognised, at the direction of NSW Treasury, the investment in Law Courts Limited, which is an entity jointly controlled by the NSW State Government and the Australian Federal Government, and equity accounted for in accordance with AASB 131 Interests in Joint Ventures.

162 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (o) Interest in joint venture – Law Courts Limited (cont’d) Law Courts Limited is located at Level 3, Law Courts Building, Queen’s Square, Sydney, NSW 2000, and its principal activity is the provision of accommodation for Courts, Court registries and support services at a standard that is suitable and available for occupation. The NSW State Government’s investment comprises 52.5 per cent (2013 – 52.5 per cent) of the net assets of Law Courts Limited (refer Note 14). Both Governments, however, have equal representation on the Board of Directors and in the membership of Law Courts Limited, with all decisions requiring unanimous consent. Law Courts Limited established a Steering Committee in late 2009 to oversee the development of a revised ownership/funding/management model. In part, the Committee found that the current governance arrangements did not provide the necessary role and responsibility definitions for both owners and occupants, or adequate mechanisms for long term strategic planning, nor surety of funding. In the meantime, the Board will continue with the existing governance arrangements, including the joint venture arrangements and the application of the agreed percentage split between the Commonwealth (47.5 per cent) and the State (52.5 per cent) relating to the accounting for each jurisdiction’s investment in Law Courts Limited and requested operating contributions. (p) Changes in accounting policy, including new or revised Australian Accounting Standards (i) Effective for the first time in 2013–14 The accounting policies applied in 2013–14 are consistent with those of the previous financial year except as a result of the revised Australian Accounting Standard 119 Employee Benefits that has been applied for the first time in 2013–14. The Department has adopted the revised AASB 119 Employee Benefits (and related Standards) retrospectively in the current period in accordance with the transitional requirements in the revised standard. This has had an impact on the statement of financial position and has required the restatement of comparative figures in the Statement of Comprehensive Income and related disclosures because of materiality (refer Note 7). As a result of the amendment to AASB 119 Employee Benefits, which applies from 2013–14, the net superannuation interest cost on the defined benefit superannuation schemes has increased, and will become more volatile, as the amended Standard calculates the net interest expense using the government bond rate, that is, a single discount rate. In contrast, the net interest expense in the past was calculated as the difference between the gross interest cost based on the government bond rate and the expected return on plan assets. The change increases the net interest expense because the expected return on plan assets is normally higher than the government bond rate, thereby reducing the gross interest income and increasing the net interest expense. The difference between the actual asset returns and the gross interest income based on the government bond rate is recognised as a re-measurement (actuarial gain/loss from superannuation) in other comprehensive income. The accrued liability also includes a provision for contribution tax, which is calculated based on grossing up the deficit less the allowance for past service expenses and insurable death and disability liabilities at a contribution tax rate of 15%.

163 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

1. Summary of significant accounting policies (cont’d) (p) Canges in accounting policy, including new or revised Australian Accounting Standards (cont’d) (ii) Issued but not yet effective The following relevant Accounting Standards have not been applied and are not yet effective, as per NSW Treasury Circular TC 14/03: • AASB 9, AASB 2010-7 and AASB 2012-6 regarding financial instruments • AASB 10 (Not for Profit) Consolidated Financial Statements • AASB 11 (Not for Profit) Joint Arrangements • AASB 12 (Not for Profit) Disclosure of Interests in Other Entities • AASB 127 (Not for Profit) Separate Financial Statements • AASB 128 (Not for Profit) Investments in Associates and Joint Ventures • AASB 1031 Materiality • AASB 1055 and AASB 2013-1 regarding budgetary reporting • AASB 2011-7 (Not for Profit) regarding consolidation and joint arrangements • AASB 2012-3 regarding offsetting financial assets and financial liabilities • AASB 2013-3 Amendments to AASB 136 – Recoverable Amount Disclosures for Non- Financial Assets • AASB 2013-4 regarding financial instruments – Novation of Derivatives and Continuation of Hedge Accounting • AASB 2013-5 regarding accounting for Investment Entities • AASB 2013-6 regarding Reduced Disclosure Requirements • AASB 2013-7 regarding accounting for life insurance contracts • AASB 2013-8 regarding Australian Implementation Guidance for Not-for-Profit Entities – Control and Structured Entities • AASB 2013-9 regarding the Conceptual Framework, Materiality and Financial Instruments (Parts B and C). The Department has assessed the impact of the new standards and interpretations on issue but not effective where relevant and considers the impact to be not material. (q) Comparative information Except when an Australian Accounting Standard permits or requires otherwise, comparative information is disclosed in respect of the previous financial year for all amounts reported in the financial statements.

164 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

2. Expenses excluding losses

30 June 2014 30 June 2013 $’000 $’000 (a) Employee related expenses Salaries and wages (including recreation leave) 1,085,056 1,062,138 Superannuation - defined benefit plans 45,365 69,778 Superannuation - defined contribution plans 75,564 75,321 Long service leave 57,667 16,292 Workers’ compensation insurance 35,237 34,122 Payroll tax and fringe benefit tax 71,507 68,055 Redundancy payments 12,656 15,835 Other 33 15 1,383,085 1,341,556

(b) Other operating expenses Advertising 85 75 Auditor’s remuneration - audit of the financial statements 864 967 Auditor’s remuneration - internal 790 1,007 Rental expenses relating to buildings 34,624 34,605 Consultancy costs 3,261 2,431 Contract payments 3,132 3,065 Contractors 23,060 14,428 Fees for services rendered 18,543 12,235 Insurance 9,195 9,178 Operating lease rental 5 9 Property and plant outgoings 49,757 49,411 Minor equipment purchases 327 350 Motor vehicle expenses 18,171 20,470 Inmate education and welfare 24,442 29,067 Rates and charges 8,136 7,987 Catering - inmates and juveniles 27,523 26,078 Stores, stationery and materials 3,786 3,133 Training (staff development) 509 674 Transcription, translation and interpreter services 1,118 935 Other expenses 269 248 Prison hospital service fee 1,793 1,965 Out sourced services 4,866 5,252 Publications 4,062 4,058 Correctional centre management 71,407 65,821 Corrective Services Industries* 24,148 21,599 Staff uniform, travel & development 15,427 17,342 Telecommunications 14,254 14,771 Licenses 2,072 2,217 Forums costs 192 243 General administration 31,903 29,597 Repairs and routine maintenance** 57,936 50,630 455,657 429,848

165 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

2. Expenses excluding losses (cont’d)

30 June 2014 30 June 2013 $’000 $’000 ** Reconciliation – Total maintenance

Maintenance expense - contracted labour and other (non-employee related) as above 57,936 50,630

Total maintenance expenses included in Note 2(b) 57,936 50,630 * Total cost of goods sold is as follows Direct cost as reported above 24,148 21,599 Indirect costs - determined on a pro rata basis comprising salaries and wages, property 10,353 13,172 outgoings, repairs and maintenance and depreciation 34,501 34,771

(c) Depreciation and amortisation expense Depreciation Buildings 98,492 94,747 Plant and equipment 45,459 48,458 Infrastructure systems 991 946 Leased assets 5,905 5,558 Total depreciation 150,847 149,709 Amortisation: Intangibles 25,160 20,512 Total amortisation 25,160 20,512

Total depreciation and amortisation 176,007 170,221

(d) Grants and subsidies Religious attendance on inmates 2,751 2,635 Corrective Services NSW - prisoner after care activities (including community grants) 954 1,180 Other grants 2,156 2,278 Grants to other organisations 8,445 3,384 Contributions to other bodies 250 228 Grants - non-budget dependent agencies 2,439 2,477 Grants - budget dependent agencies - refer note 1(e)(i) 3,487,492 3,432,081 Grants issued by Juvenile Justice 9,124 9,105 Grants to NSW Trustee and Guardian 8,119 7,920 3,521,730 3,461,288 (e) Finance costs Finance lease interest charge 7,773 8,262 Other borrowing costs 147 240 Unwinding of discount rate (125) 205 7,795 8,707

166 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

2. Expenses excluding losses (cont’d) 30 June 2014 30 June 2013 $’000 $’000 (f) Other expenses Other 1,752 2,717 Ex gratia payments 13 41 Legal costs 15,477 4,993 Contribution to Law Courts Limited 2,851 16,531 Arbitration fees and inquest fees 5,688 5,328 Jury costs 9,923 10,624 Crown Solicitor’s Office disbursements 11,597 17,461 Victims compensation costs 77,485 56,270 124,786 113,965 3. Revenue

30 June 2014 30 June 2013 $’000 $’000 (a) Recurrent appropriations Total recurrent draw-downs from NSW treasury (per Summary of Compliance) 5,070,461 4,959,939 Less: Liability to Consolidated Fund (per Summary of compliance with financial directives) - (2,226) - Attorney General’s Division

Total recurrent drawdowns from NSW Treasury (per Summary of Compliance) 5,070,461 4,957,713 Comprising: Recurrent appropriations (per Statement of comprehensive income) (refer Note 1(e)(i)) 5,070,461 4,957,713 5,070,461 4,957,713

(b) Capital appropriations Total capital draw-down from NSW Treasury (per Summary of Compliance) 137,580 178,761 Less: Liability to Consolidated Fund (per Summary of Compliance) (2,934) -

Total capital drawdowns from NSW Treasury (per Summary of Compliance) 134,646 178,761 Comprising: Capital appropriations (per Statement of comprehensive income) 134,646 178,761 134,646 178,761

167 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

3. Revenue (cont’d) 30 June 2014 30 June 2013 $’000 $’000 (c) Sale of goods and services Corrective Services Industries 38,838 37,213 Canteen sales 1,089 975 Certificates 30,168 29,999 Rent of premises 476 494 Minor usage charges 4,718 5,278 Family Law Court fees 517 545 Sheriffs fees 3,214 3,455 Other fees 650 469 Legal fees 10,365 16,120 Transcription services 3,800 3,002 Sale of publications 156 22 Management fees 7,287 4,797 Other court fees 40,255 36,996 Filing fees 21,698 21,174 Filing fees probate 29,421 27,942 Statement of claims 14,938 16,391 207,590 204,872 (d) Investment revenue Interest revenue from financial assets not at fair value through profit or loss 1,072 1,405 Rents 1,886 1,370 TCorp - short term deposits 1,282 732 4,240 3,507 (e) Retained taxes, fees and fines Restitution orders raised 9,881 5,124 Confiscation proceeds of crime 3,489 1,629 Victims compensation levies 8,344 7,858 21,714 14,611 (f) Grants and contributions Department of Health 1,732 1,928 Grants from other agencies 19,737 2,765 Department of Family and Community Services 836 1,848 Department of Education and Communities 42 76 Contributions from Dust Diseases Board 6,300 5,118 Roads and Maritime Services 485 850 Other 8,435 8,398 NSW Treasury 4,687 10,831 42,254 31,814

168 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

3. Revenue (cont’d) 30 June 2014 30 June 2013 $’000 $’000 (g) Personnel services expense Personnel services revenue from statutory bodies (NSW Treasury Circular TC 11/19) 63,017 37,092 63,017 37,092 (h) Acceptance by the Crown Entity of employee benefits and other liabilities Superannuation - defined benefit 42,588 44,881 Long service leave 56,411 15,122 Payroll tax 2,394 2,429 101,393 62,432 (i) Other revenue Insurance hindsight adjustments 6,559 3,510 Sundry income 4,510 5,488 Other miscellaneous 1,652 1,379 Commission 199 122 SES and judicial motor vehicle contributions 2,101 2,203 Law Society contributions 7,879 9,293 Services provided 5,648 5,595 Actuarial adjustment - pending victims’ compensation claims - 216,400 28,548 243,990 4. Gain / (loss) on disposal

30 June 2014 30 June 2013 $’000 $’000 Gain/(loss) on disposal of land and buildings, plant and equipment Proceeds from disposal 1,859 86 Written down value of assets disposed (4,530) (1,050) Net gain/(loss) on disposal of plant and equipment (2,671) (964)

5. Other gains / (losses)

30 June 2014 30 June 2013 $’000 $’000 Gain/(loss) on impairment (502) 4,242 Law Courts Limited - asset adjustment write off under equity accounting rules (4,138) (8,931) Total other gains/(losses) (4,640) (4,689)

169 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

6. Condition on contributions

(a) There were contributions of $0.2 million (2013: $1.2 million) recognised as revenue during the current financial year, which were obtained for expenditure in future years. (b) There were contributions of $0.8 million (2013: $1.5 million) recognised as revenue during the previous financial year, which were obtained for expenditure in respect of the current financial year. Contributions received have been for specific project objectives. Funds can only be expended on these programs over the nominated period. Any balance outstanding is refundable.

170 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

7. Prior period adjustment

The Department has identified the following prior period adjustments and the necessary corrections have been made as required by AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors as follows: (a) The amount of the correction for each financial line affected (b) The amount of the correction at the beginning of the earliest prior period presented, 1 July 2012. As per Note 1 (p) and Note 31, the Department has amended its 2014 financial statements, which were submitted to the Audit Office and NSW Treasury on 24 July 2014, to accommodate changes advised by the actuaries in accordance with AASB 119 Employee Benefits relating to the calculation of the defined benefits schemes to include a provision for contribution tax, which was calculated based on grossing up the deficit less the allowance for past service expenses and insurable death and disability liabilities at a contribution tax rate of 15%. The Department obtained revised assessments on 19 August 2014 of the net amounts of superannuation provisions and prepayment of employee entitlements as at 1 July 2012 and 30 June 2013 for the purpose of calculating prior period adjustments in the financial statements, namely: 1 July 2012 - $18.1 million 30 June 2013 - $12.5 million The adjustments have been made by restating each of the affected financial statement line items for the prior periods as follows:

Increase / 30 June 2013 Increase / 1 July 2012 30 June 2013 (Decrease) (Restated) 1 July 2012 (Decrease) (Restated) $’000 $’000 $’000 $’000 $’000 $’000 Statement of financial position (extract) Non-current receivables 81,703 10,342 92,045 98,503 13,668 112,171 Non-current provisions (163,116) 13,076 (176,192) (415,683) 18,584 (434,267)

Net assets 3,478,064 (2,734) 3,475,330 3,165,900 (4,916) 3,160,984

Accumulated funds (2,950,071) (2,734) (2,947,337) (2,706,241) (4,916) (2,701,325)

Total equity (3,478,064) (2,734) (3,475,330) (3,165,900) (4,916) (3,160,984)

Profit Increase / 30 June 2013 30 June 2013 (Decrease) (Restated) $’000 $’000 $’000 Statement of comprehensive income (extract) Employee related expenses 1,332,592 (8,964) 1,341,556 Personnel services 40,465 (3,373) 37,092

Net result 215,891 (12,337) 203,554 Superannuation actuarial gains/(losses) 27,939 14,519 42,458

Total comprehensive income 312,164 2,182 314,346

171 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

8. Service groups of the agency

(a) Service Group 1 – Legal Policy and Regulatory Services Objective: This service group covers the provision of advice to Government on law and justice and the development and implementation of legislation, legal reforms, evidence-based policies and justice programs. It also covers the regulation of the activities of professional groups, collection of statistical information and research on crime, privacy services, legal assistance and representation, and investigation and resolution of complaints. (b) Service Group 2 – Court Services Objective: This service group covers the administration of NSW courts, tribunals and community justice centres. It also covers drug and alcohol diversionary programs and the provision of support for vulnerable witnesses, victims of sexual assault and clients with mental health problems. (c) Service Group 3 – Court Support Services Objective: This service group covers the provision of key support services to NSW courts and tribunals, including court transcription services, court security, jury management and library information services. (d) Service Group 4 – Crime Prevention and Community Services Objective: This service group covers the development of evidence-based policies and programs to prevent crime and reduce re-offending, to reduce Aboriginal involvement in criminal justice processes and to promote anti-discrimination and equal opportunity principles and policies. It also provides support to victims of crime by providing access to services and entitlements to assist in their recovery. (e) Service Group 5 – Registry of Births, Deaths and Marriages Objective: This service group covers the provision of an accurate, consistent, equitable and secure system for the registration of births, deaths and marriages in New South Wales. Information recorded in the system is used to provide a range of certificates, products and information services, including reliable data for planning and research. (f) Service Group 6 – Crown Solicitor’s Office Objective: This service group covers the provision of core and non-core (general) legal services to NSW Government. The Crown Solicitor must be engaged by government agencies to perform core legal services for matters that have implications for government beyond an individual Minister’s portfolio, involve the constitutional powers and privileges of the State or raise issues that are fundamental to the responsibilities of government. The Crown Solicitor’s Office also competes with the private legal profession for non-core legal work. (g) Service Group 7 – Business and Personnel Services Objective: This service group covers the provision of personnel services to the NSW Trustee and Guardian, the Office of thePublic Guardian and the Legal Profession Admission Board.

172 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

8. Service groups of the agency (cont’d) (h) Service Group 8 – Cluster Grant Funding Objective: This service group covers the provision of grant funding to agencies within the Police and Justice Cluster. This includes funding to the Department of Rural Fire Service, Fire and Rescue NSW, Information and Privacy Commission, Legal Aid Commission of New South Wales, Ministry for Police and Emergency Services, New South Wales Crime Commission, NSW Police Force and State Emergency Service. (i) Service Group 9 – Custody Management Objective: This service group covers the containment of inmates in correctional centres and providing a secure environment for inmates, employees and visitors. This involves providing advice to courts and releasing authorities and maintaining reliable security systems, including escort security. It also includes providing support for inmates with special service needs, such as those requiring compulsory drug treatment, mental health and other disability services, therapeutic treatment for violent and sexual offending, and for specific age and Aboriginality issues. (j) Service Group 10 – Supervision of Offenders in the Community Objective: This service group covers the supervision of offenders in community programs and the delivery of offender programs in the community. (k) Service Group 11– Offenders Program Objective: This service group covers the delivery of offender programs designed to reduce risks of re-offending and the provision of support services to assist offenders to resettle and integrate back into the community. (l) Service Group 12 – Community Based Services Objective: This service group covers the administration of youth justice conferences, the supervision of young offenders on community-based sentences on order of the courts, the provision of reports to the courts, support for young people seeking bail and court-ordered supervision of young offenders on bail. It also covers the provision of counselling and interventions to address young offenders’ risk of re-offending. (m) Service Group 13 – Juvenile Custodial Services Objective: This service group covers the supervision of young offenders sentenced by the courts to detention or ordered by the courts to remain in custody pending the outcome of their court cases. It also covers the provision of counselling and intervention to address young offenders at risk of re- offending and transport for detainees to and from Juvenile Justice centres.

173 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

9. Cash and cash equivalents

30 June 2014 30 June 2013 $’000 $’000 Cash at bank 79,364 47,898 Cash on hand 758 830 Short-term deposits – TCorp 2,968 15,432 83,090 64,160

Cash at bank and on hand Cash comprises cash on hand and bank balances held through Westpac within the NSW Treasury banking system. Interest earnings on the bank balances are calculated under the Treasury Cash Management System. NSW Treasury Corporation Hour-Glass Cash Facility The Department has investments in NSW Treasury Corporation’s Hour-Glass Investment Cash Facility. These investments are represented by a number of units in managed investments within the facilities. Each facility has different investment horizons and comprises a mix of asset classes appropriate to that investment horizon. NSW Treasury Corporation appoints and monitors fund managers and establishes and monitors the application of appropriate investment guidelines. These investments can generally be redeemed with up to five business days’ notice (dependent upon the facility). The value of the investments held can decrease as well as increase depending upon market conditions. The value that best represents the maximum credit risk exposure is the net fair value. The value of the above investments represents the relevant entity’s share of the value of the underlying assets of the facility and is stated at net fair value. For the purposes of the Statements of Cash Flows, cash and cash equivalents include cash at bank, cash on hand, short term deposits and NSW Treasury Corporation Hour Glass Cash Facility. Cash and cash equivalent assets recognised in the Statement of Financial Position are reconciled at the end of the financial year to the Statement of Cash Flows as follows:

30 June 2014 30 June 2013 $’000 $’000 Cash and cash equivalents (per statement of financial position) 83,090 64,160 Closing cash and cash equivalents (per statement of cash flows) 83,090 64,160 Refer Note 25 for details regarding credit risk, liquidity risk and market risk arising from financial instruments.

174 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

10. Receivables

30 June 2014 30 June 2013 30 June 2012 $’000 $’000 $’000 Current receivables Sale of goods and services 52,006 23,356 25,163 Victims Compensation Fund/Criminal Injuries Compensation debtors 4,350 4,142 3,944 Goods and Services Tax recoverable from the Australian Taxation 15,178 17,273 11,506 Office Prepayments 7,727 7,340 5,017 Personnel services 9,394 8,012 7,783 Other receivables 1,106 8,986 9,136 Receivables - long service leave 20,964 24,155 24,802 110,725 93,264 87,351

Non-current receivables Personnel services 70,476 69,386 92,415 Prepayment of employee entitlements 3,286 5,186 3,221 Receivables - long service leave 769 906 748 Victims Compensation Fund/Criminal Injuries Compensation debtors 17,401 16,567 15,787 91,932 92,045 112,171 202,657 185,309 199,522

30 June 2014 30 June 2013 $’000 $’000 Movements in the allowance for impairment Balance at 1 July 10,291 8,357 Amounts written off during the year (1) (112) Amounts transferred in / (out) as a result of administrative restructure (84) - Increase/(decrease) in allowance recognised in profit or loss 693 2,046 Balance at 30 June 10,899 10,291

Details regarding credit risk, liquidity risk and market risk, including financial assets that are either past due or impaired, are disclosed in note 25.

175 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

10. Receivables (cont’d) (a) Sale of goods and services debtors Sales of goods and services debtors are recognised for accounting purposes only when they comply with established asset recognition criteria.

Amounts receivable from the sale of goods and services 109,355 75,441 Less: Amounts receivable that do not meet the asset recognition criteria 46,450 41,794 Allowance for impairment 10,899 10,291 52,006 23,356

Sales of goods and services debtors are recognised in accordance with established asset recognition criteria. This involves recognising certain court debtors held at the State Debt Recovery Office based on average cash receipts for the three years ended 30 June 2014. The balance of the court debts held at the State Debt Recovery Office, which are not recognised, are shown above as “Amounts receivable that do not meet the asset recognition criteria”. (b) Retained fees – Victims Compensation Fund Debtors Victims Compensation Fund debtors are recognised for accounting purposes only when they comply with established asset recognition criteria.

30 June 2014 30 June 2013 $’000 $’000 Amounts receivable from restitution orders made or confirmed by the Victims Compensation Tribunal 250,606 282,655 Less: - Amounts receivable that do not meet the asset recognition criteria 228,886 261,976 Victims Compensation Fund Debtors 21,720 20,679 This is represented by: Current 4,344 4,136 Non-current 17,376 16,543

21,720 20,679 (c) Retained fees – Criminal Injuries Compensation Criminal Injuries Compensation debtors under the former Criminal Injuries Compensation Act 1967 are recognised for accounting purposes only when they comply with established asset recognition criteria. Amounts receivable from restitution orders made or confirmed under theCriminal Com- pensation Act 1967 145 147 Less: - Amounts receivable that do not meet the asset recognition criteria 113 117 Criminal Injuries Compensation Debtors 32 30 This is represented by: Current 6 6 Non-current 26 24

32 30

176 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

11. Inventories

Note 30 June 2014 30 June 2013 $’000 $’000

Raw materials – at cost (i) 4,096 3,706 Work in progress – at cost (ii) 1,267 750 Finished goods – at cost (iii) 4,325 3,289 Livestock – At net realisable value (iv) 1,955 1,945 TOTAL 11,643 9,690

i. Raw material inventory includes, but is not limited to, papers, solvents, cooking ingredients, bolts, timber bars, mesh lubri- cant, copper sulphate fabric and buttons. ii. Work in progress inventory includes, but is not limited to, processed meat, bed bases, barrel backers and unfinished cloth- ing. iii. Finished goods include, but are not limited to, signs, booklets, prepared meals, beds, cabinets, overalls and briefs. iv. Professional valuations have been obtained to determine fair value less cost to sell of all livestock held at the end of the reporting period.

177 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

12. Property, plant and equipment Land and Land and Plant and buildings under Buildings equipment finance lease Total $’000 $’000 $’000 $’000

At 1 July 2013 – fair value Gross carrying amount 4,913,824 434,350 248,310 5,596,484 Accumulated depreciation and impairment (1,737,247) (197,060) (83,106) (2,017,413)

Net carrying amount 3,176,577 237,290 165,204 3,579,071

At 30 June 2014 – fair value Gross carrying amount 5,114,640 456,438 259,364 5,830,442 Accumulated depreciation and impairment (1,888,633) (223,764) (93,275) (2,205,672) Net carrying amount 3,226,007 232,674 166,089 3,624,770 Reconciliation A reconciliation of the carrying amount of each class of property, plant and equipment at the beginning and end of the current reporting period is set out below: Land and Land and Plant and buildings under buildings equipment finance lease Total $’000 $’000 $’000 $’000 Year ended 30 June 2014 Net carrying amount at start of year 3,176,577 237,290 165,204 3,579,071 Additions 55,992 47,295 - 103,287 Additions (non-cash) - - - - Disposals (2,867) (1,660) - (4,527) Net revaluation increment less revaluation decrements 89,751 2 6,790 96,543 Assets transferred in / (out) as a result of administrative - (2,092) - (2,092) restructure Depreciation expense (note 2 (d)) (99,483) (45,459) (5,905) (150,847) Other movements – work in progress transfers 6,037 (2,702) - 3,335 Net carrying amount at end of year 3,226,007 232,674 166,089 3,624,770

Land and Plant and Land and Total buildings equipment buildings under $’000 $’000 $’000 finance lease $’000

Year ended 30 June 2013 Net carrying amount at start of year 3,160,078 208,278 167,522 3,535,878 Additions 74,922 61,739 - 136,661 Additions (non-cash) 47 79 - 126 Disposals (491) (559) - (1,050) Net revaluation increment less revaluation decrements 55,709 2 3,577 59,288 Depreciation expense (95,692) (48,460) (5,558) (149,710) Other movements - work in progress transfers (17,996) 16,211 (337) (2,122)

Net carrying amount at end of year 3,176,577 237,290 165,204 3,579,071

178 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

12. Property, plant and equipment (cont’d) Further details regarding the fair value measurement of property, plant and equipment are disclosed in Note 14. Land and buildings comprise land, buildings and finance lease assets and include work in progress of $64.6 million (2013: $89.2 million). Plant and equipment comprises computer equipment, furniture and fittings, plant, equipment, make-good assets, leasehold improvements, voice communications, data communications and include work in progress of $59.5 million (2013: $27.8 million). Revaluation of Land and Buildings Each class of physical non-current assets is revalued at least every 5 years. Land and buildings were revalued as at 30 June 2011 for the Department by Mr Paul Goldsmith, Registered Valuer, Australian Property Institute, who is the Valuation Manager, Government Clients, Land and Property Information. Mr Goldsmith conducted a desk top review of the revalued amounts of land and buildings as at 30 June 2014 and has advised a revaluation increase of land and buildings by 3.0 per cent on the values as at 30 June 2013. Buildings and improvements have been valued at the estimated written down replacement cost of the most appropriate modern equivalent replacement facility having similar service potential or future economic benefit to the existing asset. Land has been valued on an existing use basis. In accordance with AASB 116, Property, Plant and Equipment, when revaluing its land and buildings, the Department has applied the proportional gross restatement method to separately restate the gross amount and the related accumulated depreciation. The Berrima and Kirconnell Correctional Centres’ buildings and improvements are valued using the depreciation replacement cost method (respective net book value of $4.1 million and $9.8 million) until a determination is made on the future of these assets. Land and Buildings under Finance Lease The finance lease asset relates to an arrangement entered into to lease the John Maddison Tower constructed by a private sector company to house the District Court and the Dust Diseases Tribunal. The lease commenced on 1 July 1995, with a non-cancellable term of 25 years and provision for an option of a further 15 years. The building is constructed on land owned by the Department. Such land is already subject to a head lease from the Department to the private sector company. The head lease rental is $0.8 million (2013: $0.6 million) which the Department recovers in rental offsets. The finance lease was revalued as at 30 June 2011 by Mr Paul Goldsmith. Mr Goldsmith conducted a desk top review of the revaluation of the finance lease as at 30 June 2014 and has advised a revaluation increase of 3.0 per cent on the values of the finance lease as at 30 June 2013. The leasehold asset will be amortised over the remainder of the lease. The finance lease of Corrective Services NSW relates to the Long Bay Forensic and Prison Hospitals at Long Bay under a Project Deed and was revalued on 30 June 2011 by Mr Paul Goldsmith. Mr Goldsmith conducted a review of the revaluation of the finance lease as at 30 June 2014 and has advised a revaluation increase of 3.0 per cent on the values of the finance lease as at 30 June 2013.

179 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

13. Intangibles

Software Total $’000 $’000 At 1 July 2013 At cost (gross carrying amount) 218,467 218,467 Accumulated amortisation and impairment (65,994) (65,994) 152,473 152,473 At 30 June 2014 At cost (gross carrying amount) 240,551 240,551 Accumulated amortisation and impairment (84,007) (84,007) 156,544 156,544

Year ended 30 June 2014 Net carrying amount at start of year 152,473 152,473 Additions 33,885 33,885 Disposals (2) (2) Impairment loss - - Assets transferred in / (out) as a result of administrative restructure (1,258) (1,258) Amortisation (recognised in “depreciation and amortisation”) (25,160) (25,160) Other movements (3,394) (3,394) Net carrying amount at end of year 156,544 156,544

Year ended 30 June 2013 Net carrying amount at start of year 127,999 127,999 Additions 36,803 36,803 Disposals - - Impairment reversal re Lifelink Project 6,074 6,074 Amortisation (recognised in “depreciation and amortisation”) (20,512) (20,512) Other movements - WIP transfers 2,109 2,109

Net carrying amount at end of year 152,473 152,473

180 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

14. Non-current assets – investment accounted for using the equity method

30 June 2014 30 June 2013 $’000 $’000 Financial results for the period ended Statement of Financial Position Assets Total Current Assets 3,727 6,171 Total Non-Current Assets 239,010 228,898 Total Assets 242,737 235,069

Liability Total Current Liabilities 211 1,172 Total Non-Current Liabilities - - Total Liabilities 211 1,172

NET ASSETS 242,526 233,897

Equity Asset Revaluation Reserve 124,779 108,269 Accumulated Funds 117,746 125,628 Total Equity 242,525 233,897

Statement of comprehensive income Revenue 6,870 19,769 Expense 14,751 36,756 LOSS ATTRIBUTABLE TO MEMBERS (7,881) (16,987)

52.5% of NET ASSETS – as per Statement of Financial Position 127,326 122,796

52.5% share of the loss of joint venture accounted for using equity method (4,138) (8,918) 52.5% share of decrease in assets of joint venture accounted for using equity method 8,668 9,025 52.5% share of joint venture accounted for using equity method 4,530 107 (Refer Note 1 (o))

181 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

15. Fair value measurement of non-financial assets (i) Fair value hierarchy

2014 Level 1 Level 2 Level 3 Total $’000 $’000 $’000 $’000 Property, plant and equipment Land and buildings - 418,489 2,973,607 3,392,096 - 418,489 2,973,607 3,392,096

(ii) Valuation techniques, inputs and processes Land, Buildings and Finance Leases The Department owns land and buildings such as court houses, prisons and Juvenile Justice centres which are specialised public sector assets and are rarely traded. Comparisons with similar assets can be rarely made, given the specialised nature of these assets. Because the Government’s mandate specifies that services are provided to the public via the use of these assets, restrictions are imposed on the sale or use of these assets, because the Department is unable to sell them or change their use, unless approved by the Government. These restrictions on the use and disposal of these public sector assets are a characteristic of these assets. Generally speaking, specialised buildings are assessed as a level 3 input of the fair value hierarchy at depreciated replacement cost, due to a lack of market evidence for specialised buildings. Level 3 inputs are unobservable inputs for which market data are not available and are developed using the best information available about the assumptions that market participants would use when pricing such assets. The Department’s land assets, valued using market evidence, are usually measured using the market approach (that is, based on a market selling price), with an adjustment for condition, location, comparability, etc. and are therefore categorised at Level 2. The market approach will usually be available even where the land has no feasible use. The Direct Comparison Method has been utilised as the primary method of valuation. In this approach, the relative merits of the subject property and each of the sales are analysed and compared, having regard to matters such as location, aspect, topography, size of land, shape of land, size and quality of the improvements, features and condition of the improvements and current market sentiment. When the valuers value any piece of land, regardless of the size, shape, zoning, use, etc., there is reliance upon comparable market evidence. Hence the most appropriate method to value land is via the Direct Comparison Approach. Ultimately the valuers make a judgement call when comparing sales to the subject property. Standard percentage adjustments are not always applicable. The valuers consider the sales are “observable inputs” and have tried to maximise the use of observable inputs in accordance with the spirit of AASB 13. So, in summary, the valuers have not applied a percentage adjustment but rather made judgement decisions. In the case of the Department’s land, which are specialised assets, the valuers have considered the current use of the land and also work on the basis the current use is in fact the highest and best use given there is no other feasible alternate use. Where there are natural, legal, financial or socio-political restrictions on use and disposal of land such that there is no feasible alternative use in the relatively near future, such land should be valued at fair (market) value for its existing use.

182 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

15. Fair value measurement of non-financial assets (cont’d) Plant and Equipment These assets are classified as non-specialised assets. For non-specialised assets with short useful lives, recognition at depreciated historical costs as an acceptable surrogate for fair value is allowed. Historical cost is an appropriate surrogate because any difference between fair value and depreciated historical cost is unlikely to be material. (iii) Reconciliation of recurring Level 3 fair value measurements

Finance Buildings Leases Total 2014 $’000 $’000 $’000 Fair value as at 1 July 2013 2,732,855 165,204 2,898,059 Additions 99,076 - 99,076 Revaluation increments/decrements recognised in Net result – included in the line item ‘Other gains/ (losses)’ 45,005 1,841 46,846 Revaluation increments/ decrements recognised in other comprehensive income – included in line item /Net increase / (decrease) in property, plant and equipment revaluation surplus’ 31,239 4,948 36,187 Transfers from Level 2 (461) - (461) Transfers to Level 2 - - - Disposals (1,703) - (1,703) Depreciation (98,492) (5,905) (104,397) Fair value as at 30 June 2014 2,807,519 166,088 2,973,607

Transfers to/from level 2 relate to work in progress that has been re-categorised upon completion of the projects.

183 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

16. Payables

30 June 2014 30 June 2013 $’000 $’000 Payables Accrued salaries, wages and on-costs 39,699 36,263 Creditors 49,568 40,664 Accruals 58,469 24,844 147,736 101,771 Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payables, are disclosed in note 25. Payables include accruals for claims relating to the Victims Support Fund totalling $33.2 million (2013: $10.4 million) (refer Note 28).

184 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

17. Borrowings 30 June 2014 30 June 2013 $’000 $’000 Current borrowings Secured/unsecured TCorp borrowings 800 1,750 Finance leases (see Note 21) 4,059 3,761 4,859 5,511 Non-current borrowings TCorp borrowings 1,000 1,800 Finance leases (see Note 21) 81,135 85,194 82,135 86,994 Finance Lease The Department has entered into two finance leases. At reporting date the value of the lease liability is: Gross value of lease 196,724 210,294 Less: future finance charges (111,531) (121,339) Lease liability 85,193 88,955 Repayment of finance leases Not later than one year 4,059 3,761 Between one and five years 19,815 18,320 Later than five years 61,319 66,874 Total – finance leases 85,193 88,955 Gross commitments Not later than one year 14,982 14,827 Between one and five years 60,055 59,164 Later than five years 121,687 136,303 Less: Future finance charge (111,531) (121,339) Present value of minimum lease payments 85,193 88,955

The finance leases relate to the John Maddison Tower and the Long Bay Forensic and Prison Hospitals. The lease liability is the present value of the minimum lease payments.

Repayment of Treasury Advances

TCorp borrowings Repayment of TCorp borrowings Not later than one year 800 1,750 Between one and five years 1,000 1,800 Later than five years - - Total – TCorp borrowings 1,800 3,550

The Registry of Births, Deaths and Marriages has received a loan from T Corp to fund the Lifelink software project. The loan is at a fixed rate of 6% with a maturity date of 30 June 2016.

185 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

18. Provisions 30 June 2014 30 June 2013 30 June 2012 $’000 $’000 $’000 Current Employee benefits and related on-costs Recreation leave 111,043 112,598 119,895 Sundays and public holidays 3,029 3,080 3,247 Payroll tax 12,959 11,701 12,731 Fringe benefits tax 420 405 367 Annual leave loading 10,900 9,615 9,748 Long service leave 45,957 45,667 44,255 Other employee benefits and related on-costs 11 24 39 184,319 183,090 190,282 Current Other provisions Make good 5,008 6,285 5,697 Victims Support Fund – pending victims’ comp claims 76,100 76,100 71,000 81,108 82,385 76,697 265,427 265,475 266,979 Make good Make good provisions represent estimated restoration costs that the Department is obliged to incur to restore premises to an acceptable condition as agreed with the owners of the premises, upon expiry of operating lease arrangements. Unpaid pending claims The provision for pending victims’ compensation claims is an actuarial assessment of the value of outstanding victims’ compensation claims as at 30 June 2014. 30 June 2014 30 June 2013 30 June 2012 $’000 $’000 $’000 Non-current Employee benefits and related on-costs Long service leave 1,795 2,284 2,165 Superannuation 83,617 93,306 129,211 85,412 95,590 131,376 Non-current Other provisions Make good 6,273 6,502 7,291 Victims Support Fund – pending victims’ compensation claims 46,900 74,100 295,600 53,173 80,602 302,891 Total non-current provisions 138,585 176,192 434,267 Aggregate employee benefits and related on-costs Provisions – current 184,319 183,090 190,282 Provisions – non-current 85,412 95,590 131,376 Accrued salaries, wages and on-costs (Note 16) 39,699 36,263 7,503 309,430 314,943 329,161

186 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

18. Provisions (cont’d) Movements in provisions (other than employee benefits)

Pending victims’ compensation Make good claims 2014 $’000 $’000 Carrying amount at the beginning of financial year 12,787 150,200 Adjustments due to actuarial assessments 58,267 Additional provisions recognised 995 - Amounts transferred in / (out) as a result of administrative restructure (2,013) - Amounts used (108) (52,223) Transfer of pending claims now determined to accruals - (33,244) Unused amounts reversed (695) - Unwinding/change in the discount rate 314 - Net carrying amount at end of the year 11,280 123,000

With regard to pending victims’ compensation claims, the recommended liabilities are accounted for by way of a provision and comply with AASB 137 Provisions, Contingent Liabilities and Contingent Assets. The recommended provision 1) Is only in respect of lodged but unresolved claims, hence no allowance has been made for any incidents that may have already occurred but have not yet been lodged. 2) Contains an allowance for the time value of money, and in particular, we have discounted claims costs back to the valuation date using risk free discount rates. 3) Only includes claims costs and does not included any associated claim handling expenses, such as staff costs, that may be incurred as a result of processing these claims. 4) Is a central estimate and does not included any additional risk margin related to the uncertainty of estimates, although noting that the estimates of the provision are highly uncertain. The actuarial Professional Standard 300 “Valuation of General insurance Claims” (“PS 300”) applies to actuaries undertaking a valuation of General Insurance Claims for an entity. While the claims being valued are not General Insurance Claims as defined under PS 300, there are some similarities in the characteristics of this valuation when compared to PS 300 valuations. Thus PS 300 has been used as a proxy for determining provisions in this valuation.

19. Other liabilities

30 June 2014 30 June 2013 $’000 $’000 Current Liabilities to Consolidated Fund 2,934 2,226 2,934 2,226

187 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

20. Increase / decrease in net assets from equity transfers

This note includes comparative information for the statements of comprehensive income of the Crown Solicitor’s Office which transferred out of the Department on 24 February 2014 and the NSW Civil and Administrative Tribunal, elements of which transferred into the Department on 1 January 2014, and discloses the assets and liabilities transferred. Statement of Comprehensive Income for the Crown Solicitor’s Office and the transferred functions of the NSW Civil Administrative Tribunal for the year ended 30 June 2014. Transfer out Transfer in Crown Certain functions of Solicitor’s Office NSW Civil and Administrative Tribunal Actual – Actual – Actual – Actual – 1 July 2013 to 6 months to 12 months to 12 months to 23 February 2014 31 December 2013 30 June 2014 30 June 2013 $’000 $’000 $’000 $’000 Expenses excluding losses Operating expenses Employee related expenses 23,607 10,069 21,876 18,020 Other operating expenses 5,946 4,868 9,743 9,820 Depreciation and amortisation 1,077 230 386 792 Grants and subsidies - - - - Finance costs 1 - - - Other expenses 16,521 - - - Total expenses 47,152 15,167 32,005 28,632 Revenue Recurrent appropriations - 1,592 1,592 2,834 Capital appropriations - - - - Sale of goods and services 48,747 1,055 2,418 2,473 Investment revenue 265 - - - Retained taxes, fees and fines - - - - Grants and contributions - 10,603 24,377 20,456 Personnel services - - - - Acceptance by the Crown Entity of employee benefits and other liabilities - - 510 - Other revenue 16 1,069 1,814 2,128 Total revenue 49,028 14,319 30,711 27,891 Gain / (loss) on disposal - - - - Other gains / (losses) - - - - Net result 1,876 (848) (1,294) (741) Other comprehensive income Items that will not be reclassified subsequently to net result Net increase in property, plant and equipment, and joint venture revaluation surplus - - - - Net change in the asset revaluation reserve arising from a change in the restoration liability - - - - Superannuation actuarial gains/(losses) - - - - Total other comprehensive income - - - -

Total comprehensive income 1,876 (848) (1,294) (741)

188 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

20. Increase / decrease in net assets from equity transfers (cont’d) Transfer out Transfer in Crown Certain functions of Solicitor’s Office NSW Civil and Administrative Tribunal Actual – Actual – Actual – Actual – 1 July 2013 to 6 months to 12 months to 12 months to 23 February 2014 31 December 2013 30 June 2014 30 June 2013 $’000 $’000 $’000 $’000 Assets Current assets Cash and cash equivalents (15,639) - - - Receivables (12,159) - - - Inventories (4,998) - - - Total current assets (32,796) - - - Non-current assets Receivables - - - - Property, plant and equipment Land and buildings - - - - Plant and equipment (2,092) 778 898 955 Land and buildings under finance lease - - - - Property, plant and equipment (2,092) 778 898 955 Intangibles (1,259) - - - Other (2,591) - - - Investment accounted for using the equity - - - - method

Total non-current assets (5,942) 778 898 955 Total assets (38,738) 778 898 955 Liabilities Current liabilities Payables 445 - - - Borrowings - - - - Provisions 8,255 (772) (767) Other - - - - Total current liabilities 8,700 - (772) (767) Non-current liabilities Borrowings - - - - Provisions 12,630 - - - Other - - - - Total non-current liabilities 12,630 - - - Total liabilities 21,330 - (772) (767)

Net assets (17,408) 778 126 188

189 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

21. Commitments for expenditure

30 June 2014 30 June 2013 $’000 $’000 (a) Capital commitments Aggregate capital expenditure for the acquisition of property, plant and equipment contracted for at reporting date and not provided for: Not later than one year 107,516 66,621 Later than one year and not later than five years - 24,196 Total including GST 107,516 90,817

(b) Other Expenditure Commitments Aggregate other expenditure for operational expenditure, including maintenance contracts and correctional centre management fees contracted for at balance date and not provided for: Not later than one year 117,228 110,829 Later than one year and not later than five years 260,175 27,485 Later than five years - - Total (including GST) 377,403 138,314

(c) Operating Lease Commitments Future non-cancellable operating lease rentals not provided for and payable Not later than one year 46,072 45,769 Later than one year and not later than five years 92,056 104,315 Later than five years 67,084 75,904 Total (including GST) 205,212 225,988

These operating lease commitments mainly relate to leases currently held in relation to the occupancy of office premises by the Department in metropolitan and regional areas. At 30 June 2014, there are a number of leases where occupancy of the premises is on a month to month basis. These leases are not included in the above amounts, as no commitment exists as at 30 June 2014. The total “Capital Commitments”, “Other Expenditure Commitments”, “Operating Lease Commitments”, leases on a month to month basis and cancellable operating leases (motor vehicles) above include input tax credits of $62.5 million (2013: $41.6 million) that are expected to be recoverable from the Australian Taxation Office.

190 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

21. Commitments for expenditure (cont’d) 30 June 2014 30 June 2013 $’000 $’000 (d) Finance Lease Commitments Minimum lease payment commitments in relation to finance leases payable as follows: Not later than one year 14,982 14,827 Later than one year and not later than five years 60,055 59,163 Later than five years 121,687 136,304 Minimum lease payments 196,724 210,294 Less: future finance charges (111,531) (121,339) Present value of minimum lease payments 85,193 88,955

The present value of finance lease commitments is as follows:

Not later than one year 4,059 3,761 Later than one year and not later than five years 19,815 18,320 Later than five years 61,319 66,874 85,193 88,955 Classified as: Current (Note 17) 4,059 3,761 Non-current (Note 17) 81,134 85,194 85,193 88,955

In 2006/07, the former Department of Corrective Services engaged a private sector company, PPP Solutions (Long Bay) Pty Limited, to finance, design, construct and maintain the Long Bay Forensic and Prison Hospitals at Long Bay under a Project Deed. The development is a joint project between the NSW Department of Health and the former Department of Correctives Services. In addition to the hospital facilities, the project includes a new operations building and a new pharmacy building for Justice Health, and a new gatehouse for the former Department of Corrective Services. The new gatehouse component was completed on 18 June 2008 and the Prison Hospital on 14 July 2008. Upon commissioning, the former Department of Corrective Services recognised the new prison hospital as an asset of $61.4 million. The basis for the accounting treatment is that custodial services will be delivered by the Department for the duration of the term until May 2034. In addition, the Department will recognise a finance lease liability for the duration of the term until May 2034. The Department also entered into a finance lease arrangement to lease the John Maddison Tower from a private sector company to house the District Court. The lease commenced on 1 July 1995, with a non-cancellable lease of 25 years and provision for an option of a further 15 years. The building is constructed on land owned by the Department.

191 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

22. Contingent liabilities and contingent assets

Contingent liabilities

30 June 2014 30 June 2013 $’000 $’000 Suitors Fund 212 80 Current Litigation - - 212 80

Suitors’ Fund There are 22 claims (2013: 8 claims) pending on the Suitors’ Fund as at 30 June 2014. Current Litigation There are various matters involving the Crown Solicitor and other General Counsel, which do not have a current year financial impact (2013– $0.0 million). Claims made against the Department in respect of compensation and litigation from normal operations are fully covered by the NSW Treasury Managed Fund. Other Matters i. There is a potential liability on compliance issues regarding the placement of forensic patients in the correctional facilities. Following a court decision in the case of the State of NSW v TD 2013 NSWCA32, the State and Corrective Services NSW are exposed to liability in relation to further claims for damages arising from non-compliance with the lawful orders of a Court or the Mental Health Review Tribunal. At this point the amount of the contingent liability for damage claims is being assessed by the State-wide Administrative Sentences and Orders Branch. The matter is subject to further appeal. ii. The liability for the development of the Long Bay Hospital is based on a financing arrangement involving floating interest rate bank debt. An interest rate adjustment will be made in accordance with interest rate movements over the project term. The estimate value of the contingent liability cannot be fully determined because of uncertain future events.

192 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

22. Contingent liabilities and contingent assets (cont’d) Contingent assets 30 June 2014 30 June 2013 $’000 $’000 Guarantee Undertaking 380 380 380 380 Guarantee Undertaking The Department has engaged Brookfield Multiplex Pty Limited to manage a facilities management contract. This contract is underpinned by a Guarantee undertaking of $0.4 million with QBE Insurance (Australia) Limited, which expires at 4pm on 31 March 2015.

23. Budget review

Net result for the year The actual net result was less than budget by $109.5 million, primarily due to revenue being less than budget by $97.2 million and total expenditure excluding losses exceeding budget by $5.5 million. The unfavourable variance in total revenue of $97.2 million is mainly due to reduced recurrent and capital funding of $121.8 million offset by personnel services revenue of $63.0 million. Employee related expenditure exceeded budget by $25.5 million mainly due to the use of casual staff and overtime to accommodate the increase in inmates in corrective facilities and additional unfavourable actuarial valuations on long service leave. Other operating expenses exceeded budget by $20.5 million, mainly due to higher computer licence fees and variations in outsourced correctional management fees as a result of increased inmate numbers. Net losses exceeded budget by $6.8 million, mainly due to a $4.1 million equity accounting adjustment relating to the joint venture investment in Law Courts Limited. Assets and liabilities Total assets were less than budget by $2.7 million, which was mainly due to a revaluation of properties as at 30 June 2014. Total liabilities were more than budget by $2.2 million, mainly due to an increase in provisions of $92.1 million, offset by reduced liabilities in “other”. Cash flows Cash flows from operating activities – Under the Financial Reporting Code for Budget Dependent General Government Agencies, the actual cash flows from operating activities are prepared inclusive of GST, whereas the budget is prepared in accordance with NSW Treasury guidelines and are exclusive of GST. As a consequence, budget variances are overstated by the GST amount. Net cash flows from operating activities were lower than budget by $110.4 million.

193 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

24. Reconciliation of operating cash flows to net result

30 June 2014 30 June 2013 $’000 $’000 Net cash inflow from operating activities 171,259 167,931

Depreciation and amortisation (176,007) (170,221) Net capital movements 4,040 (6,425) Decrease/(increase) in provisions 15,759 218,523 Increase/(decrease) in prepayments and other assets 37,880 (22,139) Decrease/(increase) in creditors (48,128) 21,538 Net gain/(loss) (7,311) (5,653) Net result (2,508) 203,554

25. Financial instruments

The Department’s principal financial instruments are outlined below. These financial instruments arise directly from the Department’s operations or are required to finance the Department’s operations. The Department does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The Department’s main risks arising from financial instruments are outlined below, together with the Department’s objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout these financial statements. The Secretary has overall responsibility for the establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the risks faced by the Department, to set risk limits and controls and to monitor risks. Compliance with policies is reviewed by the Audit and Risk Committee on a continuous basis. (i) Financial instrument categories Financial Assets Note Category 30 June 2014 30 June 2013 Class: $’000 $’000 Cash and cash equivalents 9 N/A 83,090 64,160 Receivables1 10 Loans and receivables (at amortised cost) 167,076 145,813 250,166 209,973

Financial Liabilities Category 30 June 2014 30 June 2013 Class: $’000 $’000 Payables2 16 Financial liabilities measured at amortised cost 142,343 101,069 Borrowings 17 Financial liabilities measured at amortised cost 86,994 92,505 229,337 193,574 During the year ended 30 June 2014, there were no defaults on any loans payable (2013: nil). 1 Excludes statutory receivables and prepayments (that is, not within scope of AASB 7). 2 Excludes statutory payables and unearned revenue (that is, not within scope of AASB 7).

194 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

25. Financial instruments (cont’d) (ii) Credit risk Credit risk arises when there is the possibility of the Department’s debtors defaulting on their contractual obligations, resulting in a financial loss to the Department. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment). Credit risk arises from the financial assets of the Department, including cash, receivables and authority deposits. No collateral is held by the Department. The Department has not granted any financial guarantees. Debtors are recognised for accounting purposes only when they comply with established asset recognition criteria, where debts can be reliably measured and provide a future economic benefit. This rationale applies to trade debtors and other debtors, including Victims Compensation Fund debtors (refer note 10(b)), where debts are recognised on the basis of average receipts for the five years ended 30 June 2014. This represents the Department’s best estimate in accordance with accounting standards. For Victims Compensation Fund debtors, for example, although the total amounts receivable from restitution orders or confirmed byVictims Services is $250.7 million (2013: $282.8 million), only $21.7 million (2013: $20.7 million) are recognised (refer Note 10 (b)). The Department has raised the profile of its debt and revenue management activities in order to minimise credit risk. More comprehensive monthly debtor reporting has been introduced throughout the Department. Business centre managers must manage their debt to minimise impaired debt, with debtors over 90 days generally deemed to be subject to impairment testing. Cash Cash comprises cash on hand and bank balances within the NSW Treasury Banking System. Interest is earned on daily bank balances at the monthly average NSW Treasury Corporation 11am unofficial cash rate, adjusted for a management fee to NSW Treasury. The NSW Treasury Corporation Hour Glass cash facility is discussed below. Receivables – trade debtors All trade debtors are recognised as amounts receivable at balance date in accordance with the asset recognition criteria. Collectability of trade debtors is reviewed on an ongoing basis. The Debt Recovery Unit manages the procedures for collecting debt through approved debt collection agencies to collect debt that are deemed to be subject to impairment testing. Debts, which are known to be uncollectible are written off, only after all avenues of debt collection have been exhausted. An allowance for impairment is raised when there is objective evidence that the entity will not be able to collect all amounts due. This evidence includes past experience, current and expected changes in economic conditions and debtor credit ratings. No interest is earned on trade debtors. Sales are made on 30 day terms. The Department is not materially exposed to concentrations of credit risk to a single trade debtor or group of debtors. Based on past experience, debtors that are not past due (2014: $13.4 million; 2013: $10.8 million) and less than six months past due (2014: $11.6 million; 2013: $8.1 million) are not considered impaired and together these represent 70 per cent (2013 – 60 per cent) of the total trade debtors. There are no debtors, which are currently not past due or impaired whose terms have been renegotiated.

195 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

25. Financial instruments (cont’d) Total Past due but Considered $’000 not impaired impaired $’000 $’000 2014 < 3 months overdue 6,424 5,416 1,008 3 months – 6 months overdue 3,911 2,164 1,747 > 6 months overdue 9,018 1,276 7,742

2013 < 3 months overdue 4,313 4,039 274 3 months – 6 months overdue 3,783 2,431 1,352 > 6 months overdue 12,642 4,241 8,401

(iii) Liquidity risk Liquidity risk is the risk that the Department will be unable to meet its payment obligations when they fall due. As a budget dependent agency, the Department continuously manages risk through monitoring future cash flows, which coordinates the payment of creditors with cash inflows from the Crown Entity and cash receipts from debtors. NSW Treasury has included the Department’s bank accounts in the Treasury Performance Incentive Scheme, which charges interest penalties where large variations occur between actual cash balances and forecast balances. This has resulted in a more effective cash management regime to ensure more accurate monthly cash management forecasting to NSW Treasury and to minimise liquidity risk through interest penalties. The Department has raised the profile of its debt and revenue management activities in order to reduce liquidity risk. The Department is aware of its increased exposure to impaired debt and has established a more structured debt management facility, which liaises with approved debt collection agencies to maximise revenue through debt recovery and minimise impaired debt. The introduction of monthly debtor reporting has raised the profile of the debt management facility, with business centre managers having greater involvement in this process. The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in NSW TC 11/12. For small suppliers, where terms are not specified, payment is made not later than 30 days from date of receipt of a correctly rendered invoice. For other suppliers, if trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. For small business suppliers, where payment is not made within the specified time period, simple interest must be paid automatically unless an existing contract specifies otherwise. For payments to other suppliers, the payment of simple interest is at the discretion of the Secretary. The rates of interest applied were 10.82 per cent per annum for the quarter ended 30 September 2013, 10.60 per cent per annum for the quarter ended 31 December 2013, 10.59 per cent for the quarter ended 31 March 2014 and 10.63 per cent for the quarter ended 30 June 2014. During the current year and prior year, there were no defaults of loans payable. No assets have been pledged as collateral. The Department’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk. The Department, through the introduction of a more structured monthly accounting timetable, has also sought to gain better control over the accounts payable process by introducing better controls over the monthly accruals process.

196 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

25. Financial instruments (cont’d) The table below summarises the maturity profile of the Department’s financial liabilities, together with the interest rate exposure. Maturity analysis and interest rate exposure of financial liabilities

Weighted average Fixed Variable Non- effective Nominal Interest Interest interest < 1 1–5 > 5 interest Amount Rate Rate bearing year years years rate $’000 $’000 $’000 $’000 $’000 $’000 $’000 2014 Payables: Accrued salaries, wages and on-costs - 37,725 - - 37,725 - - - Creditors - 104,618 - - 104,618 - - - Borrowings: TCorp borrowings 6 1,800 1,800 - - 800 1,000 - Finance leases 6 44,210 44,210 - - 7,368 29,474 7,368 Finance leases 10 152,514 152,514 - - 7,614 30,581 114,319 340,867 198,524 - 142,343 15,782 61,055 121,687

2013 Payables: Accrued salaries, wages and on-costs - 34,241 - - 8,306 - - - Creditors - 66,828 - - 73,821 - - - Borrowings: TCorp borrowings 6.00 3,550 3,550 - - 1,750 1,800 - Finance leases 6.88 50,111 50,111 - - 7,159 28,635 14,317 Finance leases 10.44 160,183 160,183 - - 7,668 30,528 121,987 314,913 213,844 - 82,127 16,597 60,963 136,304

The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earliest date on which the Department can be required to pay. The tables include both interest and principal cash flows and therefore will not reconcile to the statement of financial position.

197 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

25. Financial instruments (cont’d) (iv) Market risk Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Department’s exposures to market risk are primarily through interest rate risk on the Department’s borrowings and other price risks associated with the movement in the unit price of the Hour Glass Investment facilities. The Department has no exposure to foreign currency risk and does not enter into commodity contracts. The effect on operating performance and equity due to a reasonably possible change in risk variable is outlined in the information below, for interest rate risk and other price risk. A reasonably possible change in risk variable has been determined after taking into account the economic environment in which the Department operates and the time frame for the assessment (that is, until the end of the next annual reporting period). The sensitivity analysis is based on risk exposures in existence at the Statement of Financial Position date. The analysis is performed on the same basis as for 2013. The analysis assumes that all other variables remain constant. Interest rate risk Exposure to interest rate risk arises primarily through the Department’s interest bearing liabilities. This risk is minimised by having in place mainly fixed rate borrowings, primarily with NSW Treasury Corporation with regard to the loan to the Registry of Births, Deaths and Marriages and with a private sector company with regard to the finance lease. The Department does not account for any fixed rate financial instruments at fair value through profit or loss or as available for sale. Therefore, for these financial instruments, a change in interest rates would not affect profit or loss or equity. A reasonably possible change of +/- 1 per cent is used, consistent with current trends in interest rates. The basis will be reviewed annually and amended where there is a structural change in the level of interest rate volatility. The Department’s exposure to interest rate risk is set out below. Impact of 1% Increase Impact of 1% (decrease) Carrying amount Profit Equity Profit Equity $’000 $’000 $’000 $’000 $’000 2014 Financial assets Cash and cash equivalents 83,090 831 831 (831) (831) Receivables 158,112 - - - - Financial liabilities Payables 142,343 - - - - Borrowings 1,800 - - - - Finance lease 85,194 - - - - 470,539 831 831 (831) (831) 2013 Financial assets Cash and cash equivalents 64,160 642 642 (642) (642) Receivables 145,813 - - - - Financial liabilities Payables 98,308 - - - - Borrowings 3,550 - - - - Finance lease 88,955 - - - - 400,786 642 642 (642) (642)

198 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

25. Financial instruments (cont’d) Other price risk – TCorp Hour-Glass facilities Exposure to ‘other price risk’ primarily arises through the investment in the TCorp Hour-Glass Investment facilities, which are held as cash for strategic rather than trading purposes. The Department has no direct equity investments.

2014 2013 Facility Investment Sectors Investment Horizon $’000 $’000 Cash facility Cash, money market instruments Up to 1.5 years 83,090 64,160 (i) Fair value compared to carrying amount Financial instruments are generally recognised at cost. Cash and cash equivalents include NSW Treasury Corporation investments which are assessed at fair value (refer Note 9). The amortised cost of financial instruments recognised in the Statement of Financial Position approximates the fair value, because of the short term nature of many of the financial instruments. (ii) Fair value recognised in the statement of financial position 2014 2014 2014 2014 Level 1 Level 2 Level 3 Total $’000 $’000 $’000 $’000 Financial assets at fair value TCorp Hour-Glass Investment Facility - 83,090 - 83,090 Total - 83,090 - 83,090

The table above only includes financial assets, as no financial liabilities were measured at fair value in the statement of financial position. There were no transfers between level 1 and 2 during the year ended 30 June 2014.

199 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

26. Trust funds

The Department holds monies in trust, which represent funds belonging to parties involved in court cases, or amounts held in trust for third parties, including inmates. These monies are excluded from the financial reports, as the Department cannot use them for the achievement of its objectives. Interest earned on funds held in trust accounts on behalf of inmates is brought to account in the financial statements and used for the benefit of inmates. The following is a summary of the transactions in the trust accounts: 30 June 2014 30 June 2013 $’000 $’000 Cash balance at the beginning of the financial year 42,585 38,228 Add: Receipts 534,765 747,881 Less: Expenditure (549,290) (743,524) Cash balance at the end of the financial year 28,060 42,585 For the Supreme Court, an amount of $69.5 million (2013– $49.3 million) is held outside the Department’s Public Monies Account for Supreme Court matters and is invested with NSW Trustee and Guardian and an amount of $USD20.0 million (2013 – $USD20.3 million) is held at the Commonwealth Bank, in accordance with the Supreme Court rules and orders of the Court. These amounts are not included in the above figures. For the District Court, an amount of $10.6 million (2013 – $33.4 million) is held outside the Department’s Public Monies Account for District Court matters, being invested with NSW Trustee and Guardian, and represents suitors’ monies that the District Court has ordered the Registrar to invest on behalf of the parties concerned and for the sole benefit of those parties. This amount is not included in the above figures. For the Local Court, an amount of $0.8 million (2013– $0.8 million) is held outside of the Department’s Public Monies Account for Local Court matters and is invested with Westpac, in accordance with a District Court order. For the Land and Environment Court, an amount of $0.3 million (2013 – $0.1 million) is held outside of the Department’s Public Monies Account for Land and Environment Court matters and is invested with NSW Trustee and Guardian. Fees are held in public monies accounts on behalf of inmates. Interest earned is brought to account in the financial statements and used for the benefit of inmates. Bail securities other than cash are held by the Supreme Court, District Courts and Local Courts. The Bail Act, 2013, does not define security, so many things are put forward by persons as security, for example, land title documents, jewellery, motor vehicles, bills of sale, bank guarantees.

27. Administered assets and liabilities 30 June 2014 30 June 2013 $’000 $’000 Administered Assets Receivables – fines 11,517 9,743 Less: Allowance for impairment (792) (729) Total administered assets and liabilities 10,725 9,014

200 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

28. Victims compensation funds

The Victims Compensation Fund (the Fund) was constituted by an amendment to the Victims Compensation Act 1987 (effective from 1 February 1990) for the purpose of compensating victims for injuries resulting from acts of violence, witnesses to such acts, close relatives of the deceased victims and to law enforcement victims. Under the Act, the control and management of the Fund rests with the corporation constituted with the corporate name of the “Victims Compensation Fund Corporation”, the affairs of which are managed by the Secretary, Department of Police and Justice. The Victims Compensation Act 1996, which was assented to on 2 December 1996, and came into effect on 2 April 1997, repealed the Victims Compensation Act 1987 and includes identical provisions in relation to the management of the Fund, in addition to increasing the restitution powers and capabilities of the Tribunal. However, the new Act did contain transitional provisions, which enable claims lodged prior to the date of assent to be dealt with in accordance with the repealed Act. In November 1998 a number of amendments to the 1996 Act were passed in Parliament and these amendments came into effect in two stages – in February and April 1999. In June 2000 a further number of amendments were passed in Parliament including a change in the name of the legislation to the Victims Support and Rehabilitation Act 1996. In July 2000, the threshold was raised to $7,500 by Proclamation. In 2011, the Attorney General commissioned an independent review of the financial sustainability of the existing scheme. The independent review concluded that the current scheme was not financially viable and proposed a number of recommendations to change the existing scheme. In October 2012, Cabinet approved the replacement of the current Victims Compensation Scheme to a new financially sustainable model called theVictims Support Scheme (VSS). The decision was based on PricewaterhouseCoopers’ recommendations arising from its review of the existing scheme. The Victims’ Rights and Support Bill 2013 was introduced into Parliament on 7 May 2013 to legislate for a victims’ support scheme, which will focus upon the ongoing support and treatment of victims, with minimal reliance upon lump sum payments. The new victims’ support scheme will more accurately cost the various claims. The Bill passed both Houses of Parliament on 30 May 2013 and was assented to on 3 June 2013 establishing the Victims’ Rights and Support Act 2013 No 37 (VRSA). Under the new scheme clients are able to claim for various types of practical and financial support for a period of up to 5 years. The new scheme is focused on building a package of care which may include some or all of the following: 1) Information, referrals and support 2) Counselling 3) Financial assistance for immediate needs 4) Financial assistance for economic loss 5) Recognition payment.

201 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

28. Victims compensation funds (cont’d) All transactions relating to Victims Support, as reflected in these financial reports, flow through the Victims Compensation Fund now known as the Victims Support Fund under the Victims’ Rights and Support Act 2013. Total payment to victims of crime for the year ended 30 June 2014 was $77.5 million (2013: $56.3 million) (refer Note 2 (f)), including an accrual of $33.2 million (2013: $10.4 million). Collections payable to the Fund include: • Restitution payments by offenders • Monies collected under the Confiscation of Proceeds of Crime Act, 1989 • Monies required to be credited to the Fund under the Criminal Assets Recovery Act 1990 • Victims’ support levies collected under section 106 of the Victims Rights and Support Act 2013 by the Supreme Court, Drug, Local and Children’s Courts, Land and Environment Court and the Industrial Relations Commission. 29. Correctional medical services

Justice Health is administered under the Health Services Act 1987 through the Department of Health. The cost of medical services provided to offenders for the year ended 30 June 2014 is estimated to be $108.2 million (2013: $100.6 million). This amount is not included in the Department’s operating result for the year.

30. Events after the reporting period

The Administrative Arrangements (Administrative Changes – Miscellaneous Agencies) Order 2014 changed the name of the Department of Police and Justice to the Department of Justice with effect from 1 July 2014. Part 2 of the Order states “In any document, a reference to the Department of Police and Justice is to be construed as a reference to the Department of Justice”.

202 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items

Appendix 1

30 June 2014 superannuation position Basis – AASB 119

SASS SANCS SSS TOTAL 30-Jun-14 30-Jun-14 30-Jun-14 30-Jun-14 Member Numbers

Contributors 91 137 46 Deferred benefits 0 0 13 Pensioners 2 0 151 Pensions fully commuted 0 0 35 Superannuation Position for AASB 119 purposes A$ A$ A$ A$

Accrued liability (Note 1) 29,338,391 7,026,548 172,776,932 209,141,871

Estimated reserve account balance (26,145,906) (5,673,094) (96,991,744) (128,810,744) 1. Deficit/(surplus) 3,192,485 1,353,454 75,785,189 80,331,127 2. Future Service Liability (Note 2) 4,610,502 2,333,743 3,100,929 10,045,174 “3. Surplus in excess of recovery available from schemes 0 0 0 0 (- 1. - 2. and subject to a minimum of zero)” 4. Net (asset)/liability to be recognised in statement of 3,192,485 1,353,454 75,785,189 80,331,127 financial position (1. + 3.)

Comprises: Prepayment of employee entitlements (refer Note 10) 3,286,632 Provision for superannuation (refer Note 18) (83,617,759) (80,331,127) Footnote 1: The accrued liability includes a contribution tax provision. This is calculated based on grossing up the deficit less the allow- ance for past service expenses and insurable death and disability liabilities at a contribution tax rate of 15%. Footnote 2: The Future Service Liability (FSL) does not have to be recognised by an employer. It is only used to determine if an asset ceiling limit should be imposed (AASB 119 para 64). Under AASB 119, any prepaid superannuation asset recognised cannot exceed the present value of any economic benefits that may be available in the form of refunds from the plan or reductions in future contributions to the plan. Where the “surplus in excess of recovery” is zero, no asset ceiling limit is imposed. (Note: this also includes a contribution tax provision).

203 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d)

Appendix 2

AASB 119 Disclosure Items 30 June 2014 Nature of the benefits provided by the fund – Para 139(a)(i) The Pooled Fund holds in trust the investments of the closed NSW public sector superannuation schemes: * State Authorities Superannuation Scheme (SASS) * State Superannuation Scheme (SSS) * Police Superannuation Scheme (PSS) * State Authorities Non-contributory Superannuation Scheme (SANCS). These schemes are all defined benefit schemes – at least a component of the final benefit is derived from a multiple of member salary and years of membership. Members receive lump sum or pension benefits on retirement, death, disablement and withdrawal. All the Schemes are closed to new members. Description of the regulatory framework – Para 139(a)(ii) The schemes in the Pooled Fund are established and governed by the following NSW legislation: Superannuation Act 1916, State Authorities Superannuation Act 1987, Police Regulation (Superannuation) Act 1906, State Authorities Non-Contributory Superannuation Scheme Act 1987, and their associated regulations. The schemes in the Pooled Fund are exempt public sector superannuation schemes under the Commonwealth Superannuation Industry (Supervision) Act 1993 (SIS). The SIS Legislation treats exempt public sector superannuation funds as complying funds for concessional taxation and superannuation guarantee purposes. Under a Heads of Government agreement, the New South Wales Government undertakes to ensure that the Pooled Fund will conform with the principles of the Commonwealth’s retirement incomes policy relating to preservation, vesting and reporting to members and that members’ benefits are adequately protected. The New South Wales Government prudentially monitors and audits the Pooled Fund and the Trustee Board activities in a manner consistent with the prudential controls of the SIS legislation. These provisions are in addition to other legislative obligations on the Trustee Board and internal processes that monitor the Trustee Board’s adherence to the principles of the Commonwealth’s retirement incomes policy. An actuarial investigation of the Pooled Fund is performed every three years. The last actuarial investigation was performed as at 30 June 2012.

204 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d)

Description of other entities’ responsibilities for the governance of the fund – Para 139(a)(iii) The Fund’s Trustee is responsible for the governance of the Fund. The Trustee has a legal obligation to act solely in the best interests of fund beneficiaries. The Trustee has the following roles: * Administration of the fund and payment to the beneficiaries from fund assets when required in accordance with the fund rules; * Management and investment of the fund assets; and * Compliance with other applicable regulations. Description of risks – Para 139(b) There are a number of risks to which the Fund exposes the Employer. The more significant risks relating to the defined benefits are: * Investment risk – The risk that investment returns will be lower than assumed and the Employer will need to increase contributions to offset this shortfall. * Longevity risk – The risk that pensioners live longer than assumed, increasing future pensions. * Pension indexation risk – The risk that pensions will increase at a rate greater than assumed, increasing future pensions. * Salary growth risk – The risk that wages or salaries (on which future benefit amounts for active members will be based) will rise more rapidly than assumed, increasing defined benefit amounts and thereby requiring additional employer contributions. * Legislative risk – The risk is that legislative changes could be made which increase the cost of providing the defined benefits. The defined benefit fund assets are invested with independent fund managers and have a diversified asset mix. The Fund has no significant concentration of investment risk or liquidity risk. Description of significant events – Para 139(c) There were no fund amendments, curtailments or settlements during the year.

205 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d)

Reconciliation of the Net Defined Benefit Liability/(Asset) - Para 140(a)

SASS SANCS SSS Total Financial Year to Financial Year to Financial Year to Financial Year to 30 June 2014 30 June 2014 30 June 2014 30 June 2014 A$ A$ A$ A$ Net Defined Benefit Liability/(Asset) at start of year 3,003,490 1,396,322 75,468,562 79,868,374 Current service cost 1,041,826 281,940 593,148 1,916,914 Net Interest on the net defined benefit liability/(asset) 102,000 49,401 2,855,592 3,006,993 Past service cost 0 0 0 0 (Gains)/losses arising from settlements 0 0 0 0 Actual return on Fund assets less Interest income (3,107,648) (469,686) (8,694,896) (12,272,230) Actuarial (gains)/losses arising from changes in demographic assumptions (0) 0 0 0 Actuarial (gains)/losses arising from changes in financial assumptions 999,797 419,482 6,467,162 7,886,441 Actuarial (gains)/losses arising from liability experience 1,791,604 (131,436) (261,563) 1,398,605 Adjustment for effect of asset ceiling 0 0 0 0 Employer contributions (638,584) (192,570) (642,817) (1,473,970) Net Defined Benefit Liability/(Asset) at end of year 3,192,485 1,353,454 75,785,189 80,331,127

Reconciliation of the Fair Value of Fund Assets – Para 140(a)(i)

SASS SANCS SSS Total Financial Year to Financial Year to Financial Year to Financial Year to 30 June 2014 30 June 2014 30 June 2014 30 June 2014 A$ A$ A$ A$ Fair value of Fund assets at beginning of the year 24,548,048 5,427,632 90,105,056 120,080,736 Interest income 870,514 191,528 3,316,390 4,378,432 Actual return on Fund assets less Interest income 3,107,648 469,686 8,694,896 12,272,230 Employer contributions 638,584 192,570 642,817 1,473,970 Contributions by participants 445,320 0 466,045 911,365 Benefits paid (3,446,018) (729,809) (6,525,976) (10,701,803) Taxes, premiums & expenses paid (18,190) 121,487 292,515 395,812 Transfers in 0 0 0 0 Contributions to accumulation section 0 0 0 0 Settlements 0 0 0 0 Exchange rate changes 0 0 0 0 Fair value of Fund assets at end of the year 26,145,906 5,673,094 96,991,744 128,810,744

206 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d)

Reconciliation of the Defined Benefit Obligation – Para 140(a)(ii)

SASS SANCS SSS Total Financial Year to Financial Year to Financial Year to Financial Year to 30 June 2014 30 June 2014 30 June 2014 30 June 2014 A$ A$ A$ A$ Present value of defined benefit obligations at beginning of the year 27,551,538 6,823,953 165,573,619 199,949,111 Current service cost 1,041,826 281,940 593,148 1,916,914 Interest cost 972,514 240,930 6,171,982 7,385,425 Contributions by participants 445,320 0 466,045 911,365 Actuarial (gains)/losses arising from changes in demographic assumptions (0) 0 0 0 Actuarial (gains)/losses arising from changes in financial assumptions 999,797 419,482 6,467,162 7,886,441 Actuarial (gains)/losses arising from liability experience 1,791,604 (131,436) (261,563) 1,398,605 Benefits paid (3,446,018) (729,809) (6,525,976) (10,701,803) Taxes, premiums & expenses paid (18,190) 121,487 292,515 395,812 Transfers in 0 0 0 0 Contributions to accumulation section 0 0 0 0 Past service cost 0 0 0 0 Settlements 0 0 0 0 Exchange rate changes 0 0 0 0 Present value of defined benefit obligations at end of the year 29,338,391 7,026,548 172,776,932 209,141,871

Reconciliation of the effect of the Asset Ceiling – Para 140(a)(iii)

SASS SANCS SSS Total Financial Year to Financial Year to Financial Year to Financial Year to 30 June 2014 30 June 2014 30 June 2014 30 June 2014 A$ A$ A$ A$ Adjustment for effect of asset ceiling at beginning of the year 0 0 0 0 Change in the effect of asset ceiling 0 0 0 0 Adjustment for effect of asset ceiling at end of the year 0 0 0 0

207 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d)

Fair value of Fund assets – Para 142 All Pooled Fund assets are invested by STC at arm’s length through independent fund managers, assets are not separately invested for each entity and it is not possible or appropriate to disaggregate and attribute fund assets to individual entities. As such, the disclosures below relate to total assets of the Pooled Fund. As at 30 June 2014

Quoted prices in active markets for Significant Unobservable Total identical assets observable inputs inputs Asset category (A$’000) Level 1 (A$’000) Level 2 (A$’000) Level 3 (A$’000) Short Term Securities 2,452,755 1,572,615 880,140 - Australian Fixed Interest 2,365,014 10,928 2,354,086 - International Fixed Interest 880,529 - 880,529 - Australian Equities 11,738,636 11,494,549 241,423 2,664 International Equities 10,953,329 8,172,677 2,780,531 121 Property 3,272,986 894,113 692,296 1,686,577 Alternatives 6,329,410 565,401 4,897,152 866,857 Total* 37,992,659 22,710,283 12,726,157 2,556,219 The percentage invested in each asset class at the reporting date is:

As at 30-Jun-14 Short Term Securities 6.5% Australian Fixed Interest 6.2% International Fixed Interest 2.3% Australian Equities 30.9% International Equities 28.8% Property 8.6% Alternatives 16.7%

Total 100.0% *Additional to the assets disclosed above, at 30 June 2014 Pooled Fund has provisions for receivables/(payables) estimated to be around $2.2 billion, giving an estimated assets totalling around $40.2 billion. Level 1 – quoted prices in active markets for identical assets or liabilities. The assets in this levels are listed shares; listed unit trusts. Level 2 – inputs other than quoted prices observable for the asset or liability either directly or indirectly. The assets in this level are cash; notes; government, semi-government and corporate bonds; unlisted trusts containing where quoted prices are available in active markets for identical assets or liabilities. Level 3 – inputs for the asset or liability that are not based on observable market data. The assets in this level are unlisted property; unlisted shares; unlisted infrastructure; distressed debt; hedge funds.

Derivatives, including futures and options, can be used by investment managers. However, each manager’s investment mandate clearly states that derivatives may only be used to facilitate efficient cashflow management or to hedge the portfolio against market movements and cannot be used for speculative purposes or gearing of the investment portfolio. As such managers make limited use of derivatives.

208 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d)

Fair value of Department’s own financial instruments – Para 143 The disclosures below relate to total assets of the Pooled Fund. The fair value of the Pooled Fund assets include as at 30 June 2014 of $173.9 million in NSW government bonds. Significant Actuarial Assumptions at the Reporting Date – Para 144

As at 30-Jun-14 Discount rate 3.57% pa Salary increase rate 2.27% pa to 30 June 2015, then 2.5% pa to 30 June 2018, 3.0% pa (excluding promotional increases) from 1 July 2018 to 30 June 2023, and 3.5% pa thereafter Rate of CPI increase 2.5% pa Pensioner mortality as per the 2012 Actuarial Investigation of the Pooled Fund

Sensitivity Analysis – Para 145 The entity’s total defined benefit obligation as at 30 June 2014 under several scenarios is presented below. The total defined benefit obligation disclosed is inclusive of the contribution tax provision which is calculated based on the asset level at 30 June 2014. Scenarios A to F relate to sensitivity of the total defined benefit obligation to economic assumptions, and scenarios G and H relate to sensitivity to demographic assumptions.

Scenario A Scenario B Base Case -1.0% discount rate +1.0% discount rate Discount rate 3.57% 2.57% 4.57% Rate of CPI increase as above as above as above Salary inflation rate as above as above as above Defined benefit obligation (A$) 209,141,871 240,669,302 183,748,742

Scenario C Scenario D Base Case +0.5% rate of CPI increase -0.5% rate of CPI increase Discount rate as above as above as above Rate of CPI increase 2.5% 3.0% 2.0% Salary inflation rate as above as above as above Defined benefit obligation (A$) 209,141,871 222,476,031 197,029,264

Scenario E Scenario F Base Case +0.5% salary increase rate -0.5% salary increase rate Discount rate as above as above as above Rate of CPI increase as above as above as above Salary inflation rate as above above rates plus 0.5% pa above rates less 0.5% pa Defined benefit obligation (A$) 209,141,871 210,725,366 207,606,419

Scenario G Scenario H Base Case +5% pensioner mortality rates -5% pensioner mortality rates Defined benefit obligation (A$) 209,141,871 207,093,722 211,310,898 The defined benefit obligation has been recalculated by changing the assumptions as outlined above, whilst retaining all other assumptions.

209 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d) Asset-Liability matching strategies – Para 146 The Trustee monitors its asset-liability risk continuously in setting its investment strategy. It also monitors cashflows to manage liquidity requirements. Funding arrangements – Para 147(a) Funding arrangements are reviewed at least every three years following the release of the triennial actuarial review and was last reviewed following completion of the triennial review as at 30 June 2012. Contribution rates are set after discussions between the employer, STC and NSW Treasury. Funding positions are reviewed annually and funding arrangements may be adjusted as required after each annual review. Surplus/deficit The following is a summary of the 30 June 2014 financial position of the Fund calculated in accordance with AAS 25 “Financial Reporting by Superannuation Plans”:

SASS SANCS SSS Total 30-Jun-14 30-Jun-14 30-Jun-14 30-Jun-14 A$ A$ A$ A$ Accrued benefits* 25,767,199 5,656,488 94,682,581 126,106,269 Net market value of Fund assets (26,145,906) (5,673,094) (96,991,744) (128,810,744) Net (surplus)/deficit (378,707) (16,606) (2,309,162) (2,704,475) *There is no allowance for a contribution tax provision within the Accrued Benefits figure for AAS 25. Allowance for contribu- tions tax is made when setting the contribution rates. Contribution recommendations Recommended contribution rates for the entity are:

SASS SANCS SSS multiple of member % member salary multiple of member contributions contributions 0.0 0.0 0.0 Economic assumptions The economic assumptions adopted for the 30 June 2012 actuarial investigation of the Pooled Fund are:

Weighted-Average Assumptions Expected rate of return on Fund assets backing current pension liabilities 8.3% pa Expected rate of return on Fund assets backing other liabilities 7.3% pa Expected salary increase rate (excluding promotional salary increases) SASS, SANCS, SSS 2.7% pa (PSS 3.5% pa) to 30 June 2018, then 4.0% pa thereafter Expected rate of CPI increase 2.5% pa

210 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d) Expected contributions – Para 147(b)

SASS SANCS SSS Total Financial Year to Financial Year to Financial Year to Financial Year to 30 June 2015 30 June 2015 30 June 2015 30 June 2015 A$ A$ A$ A$ Expected employer contributions 0 0 0 0 Maturity profile of defined benefit obligation – Para 147(c) The weighted average duration of the defined benefit obligation is 24 years.

211 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

31. AASB 119 disclosure items (cont’d)

Appendix 3 Additional Information 30 June 2014 Profit and Loss Impact

SASS SANCS SSS Total Financial Year to Financial Year to Financial Year to Financial Year to 30 June 2014 30 June 2014 30 June 2014 30 June 2014 A$ A$ A$ A$ Current service cost 1,041,826 281,940 593,148 1,916,914 Net interest 102,000 49,401 2,855,592 3,006,993 Past service cost 0 0 0 0 (Gains)/Loss on settlement 0 0 0 0 Profit and Loss component of the Defined benefit cost 1,143,826 331,342 3,448,739 4,923,907

Other Comprehensive Income

SASS SANCS SSS Total Financial Year to Financial Year to Financial Year to Financial Year to 30 June 2014 30 June 2014 30 June 2014 30 June 2014 A$ A$ A$ A$ Actuarial (gains) losses on liabilities 2,791,401 288,046 6,205,599 9,285,046 Actual return on Fund assets less Interest income (3,107,648) (469,686) (8,694,896) (12,272,230) Adjustment for effect of asset ceiling 0 0 0 0 Total remeasurement in Other Comprehensive Income (316,247) (181,640) (2,489,297) (2,987,184)

212 Department of Police and Justice Notes to and forming part of the financial statementsfor the year ended 30 June 2014

32. Information for AASB108 Disclosures

Impact of New AASB119 with respect to the Financial Year to 30 June 2014

Financial Year to 30 June 2014 Current Previous AASB 119 AASB 119 SASS SANCS SSS Total Total A$ A$ A$ A$ A$ Service cost 890,924 264,172 147,984 1,303,081 1,916,914 Net Interest (current AASB119 only) n/.a n/.a n/.a n/.a 3,006,993 Interest Expense (previous AASB119 only) 960,185 234,885 5,759,136 6,954,206 n/a Expected return on assets (previous AASB119 only) (1,972,614) (434,418) (7,508,235) (9,915,267) n/a Superannuation expense/(income) in P&L (121,505) 64,640 (1,601,115) (1,657,981) 4,923,907 Actuarial (gains) losses on liabilities 2,961,996 318,539 7,057,435 10,337,969 9,285,046 Return on assets excluding amounts included in P&L^ (2,038,094) (226,797) (4,560,533) (6,825,423) (12,272,230) Change in the effect of asset ceiling 0 0 0 0 0 Amount recognised in other comprehensive income (OCI) 923,902 91,743 2,496,901 3,512,546 (2,987,184) Total recognised in P&L and OCI 802,397 156,382 895,786 1,854,565 1,936,723 ^ This item is the actual return on assets in excess of expected return on assets under the previous AASB119 standard, and in excess of interest income under the current AASB119 standard.

Impact of New AASB119 on the statement of financial position as at 30 June 2014

As at 30 June 2014 Current Previous AASB 119 AASB 119 SASS SANCS SSS Total Total A$ A$ A$ A$ A$ Net Defined Benefit Liability 2,813,748 1,191,415 64,961,240 68,966,402 80,331,127

End of audited financial statements.

213

Appendixes

215 Appendixes

Appendixes Page Appendix 1 Accounts payment performance 217 Appendix 2 Consultants 219 Appendix 3 Consumer response 221 Appendix 4 Credit card certification 228 Appendix 5 Digital information security 229 Appendix 6 Disability action plans 230 Appendix 7 Disclosure of controlled entities and subsidiaries 235 Appendix 8 Employees by category 236 Appendix 9 Environmental reporting 237 Appendix 10 Exceptional employee salary movements 239 Appendix 11 Funds granted to community organisations 240 Appendix 12 Government Information Public Access Act 2009 248 Appendix 13 Industrial relations policies and practices 301 Appendix 14 Insurance activities 302 Appendix 15 Intensive Correction Order Management Committee 304 Appendix 16 Internal audit and risk assessment 307 Appendix 17 Land disposal 308 Appendix 18 Legislation and legal change 309 Appendix 19 Major works in progress 315 Appendix 20 Multicultural Policies and Services Program 317 Appendix 21 Occupational health and safety 321 Appendix 22 Overseas visits 323 Appendix 23 Privacy and personal information 325 Appendix 24 Public interest disclosures 326 Appendix 25 Research 327 Appendix 26 Senior Executives 332 Appendix 27 Workforce diversity 333

216 Appendixes

Appendix 1: Accounts payment performance

Year ended 30 June 2014

Between Between Current Less than 30 and 60 and More than Aged analysis at the end of each quarter (i.e. within 30 days 60 days 90 days 90 days due date) overdue overdue overdue overdue $’000 $’000 $’000 $’000 $’000 All suppliers September 10,439 625 63 4 98 December 18,680 2,673 8 - - March 5,414 97 17 4 145 June 11,629 1 4 7 7 Small business suppliers September 752 30 1 0 4 December 180 - - - - March 247 0 - - 11 June 1,153 1 0 4 - Accounts due or paid within each quarter

Measure September December March June All suppliers No. of accounts due for payment 65,627 71,897 62,028 73,449 No. of accounts paid on time 63,909 63,888 54,061 68,560 Actual % of accounts paid on time (based on No. 97% 89% 87% 93% of accounts) Dollar amount of accounts due for payment 258,673 219,737 200,263 245,259 Dollar amount of accounts paid on time 250,012 197,620 174,170 230,129 Actual % of accounts paid on time (based on $) 97% 90% 87% 94% No. of payments for interest on overdue accounts 5 7 3 5 Interest paid on overdue accounts 200.47 584.18 122.65 255.50 Small business suppliers No. of accounts due for payment 5,295 5,230 4,472 5,464 No. of accounts paid on time 5,179 4,457 3,999 5,035 Actual % of accounts paid on time (based on No. 98% 85% 89% 92% of accounts) Dollar amount of accounts due for payment 12,366 10,080 8,449 15,696 Dollar amount of accounts paid on time 12,129 8,652 7,645 13,112 Actual % of accounts paid on time (based on $) 98% 86% 90% 84% No. of payments for interest on overdue accounts 5 7 3 5 Interest paid on overdue accounts 200.47 584.18 122.65 255.50

217 Appendixes

Payment of mandatory interest to small business suppliers The Department has paid interest during the year to declared small business suppliers as advised above. The main reasons for payment delay are the misplacement of invoices and/or invoices lost in the post.

Departmental initiatives to improve payment performance The Department has established the following initiatives to improve the timely payment of supplier invoices: • Consolidation of accounts payable processes with the establishment of a bulk invoice upload functionality across the main divisions of the Department which reduces the risk of manual entry error. • Establishment of a Purchasing Card program to ensure the prompt payment of small value invoices, in line with Treasury Circular TC 11/15. The Purchasing Card solution was implemented in June 2014 and is being rolled out to all business centres in 2014–2015. • Establishment of a supplier e-form to facilitate the prompt onboarding of new suppliers and reduce the risk of losing paperwork. • Establishment of a spend cube and other performance indicators to analyse purchasing and payment patterns across the whole Department and target areas responsible for late approvals. • Monthly review of late payments with the relevant business centre managers. • Consolidation of major statewide accounts (such as utilities and telecommunications).

218 Appendixes

Appendix 2: Consultants Consultant expenditure over $50,000 Company name Amount Description Nature of service Project Procure Pty Ltd $237,712 Justice Shared Corporate Services – Management services Procurement Services across nine identified procurement projects SMS Management $186,925 Corrective Services – Provision of consulting Management services & Technology assistance with procurement of offender electronic monitoring systems and services Project Procure Pty Ltd $179,307 Corrective Services – Audit work within Management services Governance and Continuous Improvement

Capgemini Australis $175,000 Justice Shared Corporate Services – Corporate Management services Pty Ltd Service alignment repeatable process and workshops McLachlan Lister $172,741 Justice Shared Corporate Services – Management services Pty Ltd Program Management Office Stage 1 Fire & Rescue NSW $150,000 Justice Shared Corporate Services – Asset Management services Management Standards PriceWaterhouse $143,472 Victims Services – Better Court Support – Management services Coopers Enhancing service delivery PriceWaterhouse $134,756 Victims Services – Developing quality assurance Management services Coopers framework Mace Australia Pty Ltd $107,670 Asset Management Services – Courts Strategic Management services Blueprint Litmus Group Pty Ltd $107,000 Justice Shared Corporate Services – Business Management services process standardisation methodology PriceWaterhouse $90,000 Crime Prevention & Community Programs – Management services Coopers Criminal Justice Strategy design Third Horizon Trust $76,453 Justice Shared Corporate Services – Business Management services case implementation planning Justice Health $71,121 Corrective Services – Environmental risk Risk assessments (formerly Corrections assessments of correctional centres Health Service) Internal Audit Bureau $70,770 Corrective Services – Investigate a range of Management services of NSW maters related to the alleged conduct Beyond IT Business $63,318 Courts and Tribunal Services – Review the Management services Development Solutions Department's current channel management Fire & Rescue NSW $61,750 Justice Shared Corporate Services – Success Management services factors implementation strategy Property Beyond Pty $60,070 Asset Management – Justice Cluster CBD Management services Ltd decentralisation business case O'Connor Marsden $55,746 Corrective Services – Community Offender Management services & Associates Support Program KPMG $55,552 Courts and Tribunal Services – KPMG – Management services Keep Them Safe program evaluation

219 Appendixes

Company name Amount Description Nature of service University of New $55,150 Corrective Services – Australian Correctional Training South Wales Leadership Program Richard Paul Irving $54,286 Corrective Services NSW – Management services restructure implementation Total expenditure for consultants $2,308,799 over $50,000

Consultant expenditure under $50,000 Consultancy category Amount Number Management services $1,352,775 98 ICT services $102,177 5 Training $34,664 8 Engineering $1,750 1 Information technology $7,673 1 Total expenditure for consultants under $50,000 $1,499,039

Total expenditure for consultants $3,807,838

220 Appendixes

Appendix 3: Consumer response

Former Attorney General’s Division Complaint handling systems are an important element of providing quality customer service and identifying areas needing improvement. The Department’s complaints handling policy – Managing Complaints and Other Feedback – aims to ensure complaints are dealt with fairly and expeditiously and are used to help improve services, policies and client relations. Complaints are dealt with in the first instance by the business centre involved. If clients are dissatisfied with the outcome, complaints may then be reviewed by a more senior officer or by the Community Relations Unit. The Unit also handles complaints made directly to the Attorney General and the Secretary. Information about the Division’s approach to complaints and feedback can be found on the feedback page of the Department’s website, which also contains an online client feedback form. Client improvements as a result of client complaints and suggestions In response to feedback from clients, the following Business Centres implemented a number of changes and improvements to their operations and/or practices during 2013–14 in an effort to better meet client needs. Finance and Strategy Branch • Resolved initial teething issues with the implementation of a new financial system. • Provided a standard script to the switchboard and an alternative email address. • Referred problems with the 1800 enquiry number to Telstra. Information Technology Services • Reminded switchboard staff about call-handling protocols and the Department’s Code of Conduct following a single complaint (although the complaint was not clearly attributable to the switchboard). Land and Environment Court • Created a new webpage to provide information on cases involving compulsory acquisition of land. • Updated or created a number of policies to help clients understand Court policy and procedure. LawAccess NSW • Introduced call recording to provide the ability to access recordings of the complainant’s call, enabling a more accurate examination of the service provided. In several instances, this has enabled a manager to determine that the complaint was misconceived or unfounded. In other instances, it has enabled the manager to identify areas where improvement of service can be addressed through targeted training or coaching. Legal Profession Admissions Board • Used feedback from a complaint to improve the Board’s website. Office of the Legal Services Commissioner • Corrected minor errors in information provided on the Office of the Legal Services Commissioner (OLSC) website and on the Disciplinary Register. • Updated and amended OLSC fact sheets based on comments by consumers.

221 Appendixes

Office of the Sheriff • Amended internal processes for dealing with applications for excusal from jury service, particularly in relation to applications from prospective jurors aged over 70. Registry of Births, Deaths and Marriages • Amended registration forms for all products, based on feedback from clients. • Developed and implemented the new Lifelink system. • Launched a new commemorative certificate range with new designs. • Introduced the ability for clients to apply for registry services at Service NSW service centres located throughout NSW. Reporting Services Branch • Continued to improve quality assurance processes relating to transcipt prepared by staff and contractors. • Monitored transcript delivery timeframes constantly to ensure transcripts are delivered in line with requirements. State Coroner’s Court and Coronial Services • Encouraged Coroner’s Court staff across the state to speak more openly with clients to help avoid misunderstandings. Supreme Court • Announced the outcome of the Chief Justice’s Review of the Costs Assessment Scheme. The Costs Assessment Scheme has given rise to some complaints for the Court, particularly regarding delays in costs assessors finalising assessments and reviews. • Identified some delays in attending to inquiries in the Probate and Court of Criminal Appeal (CCA) sections. Delays in the probate section, which handles about 23,000 probate applications per year, have been resolved by diverting extra resources to that area. In the case of the CCA, a better tracking system for correspondence has been implemented. Victims Services • Implemented the Victims Support Scheme following an independent review of the old compensation scheme, to provide more effective and faster support to victims of crime. • Introduced Complaints Handling Guidelines for the Approved Counselling Service, after validation by the Professional Advisory Panel. The Guidelines specify minimum standards for complaints handling and include further referral processes where necessary to other statutory and regulatory bodies.

222 Appendixes

Client complaints received by Business Centre 2013–14

Business centre Service Policy/ Cost Other Total Operational Definition of operational procedure matters matters processed Alternative Dispute 9 5 0 2 16 4,310 Files opened due to Resolution (est) receipt of suitable referral. Directorate and Community Justice Centres Anti-Discrimination 3 1 1 0 5 12,564 Complaints lodged Board on discrimination grounds; general inquiries regarding discrimination; education and information services through seminar, on-site, community and outreach programs. Asset Management 0 0 0 0 0 0 Reports of service faults Services for assets including electrical, plumbing, structural and general fit out alterations to courts and associated facilities. Requests for assistance with property leasing and fleet vehicle management. Bureau of Crime 0 0 0 0 0 746 Requests for information, Statistics and including request from Research the public, media and other government agencies. Court Services (Local 47 58 10 20 135 336,674 Lodgements for crime and District Court) and civil as reported in the 2014 Report on Government Services report for District Court, Local Court and Children’s Court. Community Relations 0 0 15 0 15 45,627 Department, JP Unit and Ministerial correspondence (7,535), JP appointment/ reappointments (14,425), phone/email inquiries (15,279), other JP transactions (8,388). Dust Diseases 0 0 0 0 0 578 New cases filed. Tribunal Finance and 2 0 0 0 2 273,001 Invoices paid in the Strategy Branch financial year. Information 0 1 0 0 1 69,517 Switchboard calls Technology Services (50,346) and service (incorporating requests (19,171). switchboard)

223 Appendixes

Business centre Service Policy/ Cost Other Total Operational Definition of operational procedure matters matters processed Land and 1 0 0 4 5 1,054 New proceedings lodged. Environment Court of NSW LawAccess NSW 30 5 0 23 58 205,613 Callers assisted (callers who contacted the service and were spoken to by an Information Officer about their legal problem). Law Reform 0 0 0 0 0 19 Number of publications. Commission and Sentencing Council Justice Legal 0 0 0 0 0 2,691 Applications and (inc Legal correspondence Representation regarding exercise of Office) Attorney statutory or common law powers and powers by Secretary, GIPA/Privacy applications, litigated and non-litigated matters, MHRT matters, civil claims, prisoner transfers, inquests. Legal Profession 0 0 1 1 2 13,912 Enrolments, Admission Board examinations, rule 67 applications, registrations, admission of lawyers, academic exemptions, PLT exemptions, Notification of Public Notary admissions, annual Public Notary forms, applications for certificate/transcripts. NSW Civil and 168 37 0 21 226 39,287 New applications for Administrative determination/orders Tribunal (NCAT) lodged with NCAT from 1 January 2014. NSW Industrial 0 0 0 0 0 1,023 Total number of Relations matters filed. Commission NSW State 9 6 0 2 17 5,340 Matters generally related Coroner’s Office to explanations on the Coroner’s process and decisions by the Coroner. Office of the 3 2 0 0 5 10,554 Written complaints Legal Services received about NSW Commissioner lawyers and inquiry line calls in relation the role of the office and the conduct of lawyers.

224 Appendixes

Business centre Service Policy/ Cost Other Total Operational Definition of operational procedure matters matters processed Office of the Sheriff 70 38 4 7 119 1,018,394 Executory actions, jurors summonsed, notices of inclusion, excusals accepted/declined, failures to attend, penalty notices, jury correspondence sent and received, security hours provided. Public Defenders 0 0 0 0 0 681 Criminal case briefs Office completed. Registry of Births, 79 25 6 519 629 658,683 Applications for products Deaths and and services and all Marriages registrations (births, deaths, marriages, changes of name, relationships, changes of sex and wills). Reporting Services 4 0 0 0 4 30,124 Transcript applications Branch processed. Supreme Court 16 3 4 3 26 38,541 Cases lodged, including appeal and non- appeal matters, in the Court’s criminal and civil jurisdictions, and in the Costs Assessment Scheme. Victims Services 9 0 0 166 175 10,975 Compensation matters determined (4,734) and counselling applications approved (6,241).

Corrective Services NSW Complaints resolution and complaints data Corrective Services NSW (CSNSW) encourages the resolution of complaints at the local level. Members of the public can direct their complaints to the relevant correctional centre, Community Corrections office, or head office staff or management. Members of the public may also write to the Minister responsible for Corrective Services or the Commissioner of Corrective Services, and they may lodge complaints via the CSNSW website. Formal avenues through which inmates can make inquiries and/or raise complaints are set out in both legislation and CSNSW policies and procedures. Data is not centrally retained on complaints received locally. Data is retained on complaints made by inmates to the Corrective Services Support Line (CSSL) and to Official Visitors appointed by the Minister responsible for Corrective Services. Data is also retained on written complaints received by the Minister responsible for Corrective Services and the Commissioner of Corrective Services from inmates and members of the public, and on complaints from members of the public lodged via the CSNSW website.

225 Appendixes

Regular reports on the number and types of complaints received are provided to the CSNSW Executive and the Operational Performance Review Branch. Complaints about visits are referred to the CSNSW Children and Families of Offenders Steering Committee. In 2013–14, a number of operational policies were reviewed and/or amended as a result of complaints received.

Minister and Commissioner In 2013–14, a total of 193 written complaints were received by the Minister and Commissioner. This is 70 fewer than in 2012–13 (263). The highest number of complaints was about visits, unfair treatment, inmate property, placement and classification.

Corrective Services Support Line In 2013–14, the Corrective Services Support Line answered 4,836 telephone calls from inmates in correctional centres. This was a decrease of 16 per cent on the number received in 2012–13 (5,779). Of the calls answered in 2013–14, 1,726 (36 per cent) were recorded as complaints In 2012–13, 30 per cent of the calls were recorded as complaints (1,763). The highest number of complaints received was about inmate property, placement, medical issues, occupational health and safety issues and application.

Official Visitors In 2013–14, Official Visitors reported making 1,335 visits to 42 correctional facilities. Inmates raised 6,163 matters with official visitors which were recorded as complaints. The categories of complaint most often raised were medical issues, property, buy-ups, food, and offender services and programs.

NSW Ombudsman In 2013–14, the NSW Ombudsman wrote to the Commissioner of Corrective Services on 73 occasions concerning 49 separate matters, 14 fewer matters than in 2012–13 (63). Of the 49 matters, 42 were pursuant to section 13AA of the Ombudsman’s Act 1994 (preliminary investigations); seven ‘other’ matters were inquiries or requests (outside of section 13AA). In 2013–14, the Ombudsman did not raise any matters under section 16 of the Ombudsman’s Act 1994 (Notice of Formal Investigation). Of the section 13AA matters with the highest categories concerned: • Inmate property 22 • Treatment and care 5 • Use of force/assault 5

226 Appendixes

The seven ‘other’ matters included: • Reviewable child deaths • Invitation to comment in a review of legislation or reports on related government services. At 30 June 2014, of the 42 matters under section 13AA, three matters had not been finalised by CSNSW.

Juvenile Justice NSW Consumer response and complaints handling In 2013–14, there were a total of 80 complaints received by Juvenile Justice. Seventy two per cent of these complaints were made directly by a Juvenile Justice client. Eighteen per cent were made by a client’s family member or carer. The remainder consisted of complaints made by people or agencies on behalf of a client. Forty five per cent of these complaints were resolved within 48 hours. Fifty five per cent were resolved within three weeks.

Nature of complaints Number of Percentage complaints Complaint against staff 14 17.5 Complaint about food/diet in centres 2 2.5 Complaint against rules/point system in centres 13 16.25 Complaint about appointments and interviews 5 6.25 Complaint about DEC/school attendance 3 3.75 Other, including police, welfare, background reports, medical care, other clients, 43 53.75 confidentiality/privacy, discrimination, transfer between centres 80 100

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Appendix 4: Credit card certification

In accordance with the Treasurer’s Direction 205.01, it is hereby certified that the use of corporate credit cards and purchasing cards has been in accordance with government guidelines.

Andrew Cappie-Wood Secretary

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Appendix 5: Digital information security

Digital Information Security Annual Attestation Statement for the 2013–14 Financial Year for the Department of Police and Justice. I, Andrew Cappie-Wood, am of the opinion that the Department of Police and Justice had an Information Security Management System in place during the financial year being reported on consistent with the Core Requirements set out in the Digital Information Security Policy for the NSW Public Sector. I, Andrew Cappie-Wood, am of the opinion that the security controls in place to mitigate identified risks to the digital information and digital information systems of the Department of Police and Justice are adequate for the foreseeable future. I, Andrew Cappie-Wood, am of the opinion that all Public Sector Agencies, or part thereof, under the control of the Department of Police and Justice with a risk profile sufficient to warrant an independent Information Security Management System have developed an Information Security Management System in accordance with the Core Requirements of the Digital Information Security Policy for the NSW Public Sector. I, Andrew Cappie-Wood, am of the opinion that, where necessary in accordance with the Digital Information Security Policy for the NSW Public Sector, certified compliance with AS/NZS ISO/IEC 27001 Information technology – Security techniques – Information security management systems – Requirements had been maintained by all or part of the Department of Police and Justice and all or part of any Public Sector Agencies under its control.

Andrew Cappie-Wood Secretary

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Appendix 6: Disability action plans

In 2014, the Department released its new Disability Strategic Plan 2014–16. For the first time, the Plan includes contributions from across the Department, including Corrective Services NSW and Juvenile Justice NSW. Highlights of the Department’s work with people with disability are outlined below.

Outcomes Key achievements Outcome 1 • The Department’s new Disability Strategic Plan provides an Justice leadership opportunity to look at better ways of working across the Justice The Department is viewed as a leader sector to support young people with a disability, including staff in the support of people with disability training. Preparing the Department to meet the challenges of across the justice system through effective working with the National Disability Insurance Agency (NDIA) partnerships with other government and is an important aspect of the Plan. non-government agencies. • The Diversity Services unit has led the Department’s response to the National Disability Insurance Scheme (NDIS) and participated in numerous meetings and working groups aiming to address the needs of Department clients accessing the NDIS. • As part of its business planning, the Land and Environment Court regularly reviews its delivery of equitable services to people with disability. • NSW Civil and Administrative Tribunal (NCAT) has presented at state, national and internal conferences on tribunal practice and procedure supporting the engagement and participation of people with disability in tribunal proceedings in guardianship matters. • The LawAccess NSW business plan includes business initiatives, targets and milestones focusing on the Department’s Disability Strategic Plan. • Human Resources continue to influence business centre managers to ensure the principles of fairness and equity are built into corporate and business plans. • Human Resources is also working through the new provisions of the GSE Act to understand how to better embed equity and diversity, including disability employment, into workforce planning. • In 2014, the Juvenile Justice Disability Working Group started meeting monthly to look at all aspects of the Disability Strategic Plan. It will report back to the Executive Committee on performance each quarter. Outcome 2 • The Diversity Services unit provides information and resources Service provision to the Department on disability issues. This includes the Flexible Services and programs are accessible to Service Delivery Training Program and the ACCESSlink website. people with disability through inclusive policies and practices, in line with the • The Anti-Discrimination Board has a range of accessibility NSW Disability Services Act 1993 and the measures, including the use of hearing loops, TTY phones, Commonwealth Disability Discrimination access to interpreting services, provision of documents in Act 1992. accessible formats and flexible processes and service delivery. • LawAccess NSW identifies opportunities to enhance accessibility for people with disability and is taking steps to deliver those enhancement opportunities, including becoming a National Relay Service friendly organisation.

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Outcomes Key achievements • LawAccess NSW is also conducting activities to increase awareness among people with disability, their family and carers about its disability support services and disability advocacy services. LawAccess NSW is also developing partnerships with government agencies and other organisations who work closely with people with disability to increase the awareness of LawAccess NSW and its services. • The Legal Profession Admission Board continues to make special examination arrangements for its students-at-law, offering accessible services such as the use of an amanuensis or laptops at the Board’s offices when required. Additional time for examinations is also provided to assist people with a temporary or permanent disability. Special arrangements are also made at ceremonial events such as lawyer admission or diploma of law graduation ceremonies to ensure that people with a disability are able to fully participate in these events. • Corrective Services NSW Statewide Disability Services continued to train and support staff in correctional centres and in the community. This helped reduce the demand on Additional Support Units and allowed them to focus on offering more therapeutic and psycho-educational programs to offenders with disabilities. • Juvenile Justice NSW conducted a Disability Stocktake, which included comments from staff about the challenges of working with young people with disabilities. A collection of case studies highlighted good practice, including partnerships with Justice Health and Forensic Mental Health Network, and the NSW Department of Education and Communities. Outcome 3 • The Department facilitates a variety of adjustments to assist clients Access to Justice with disabilities at court houses. These include hearing loops, infra People with disability are able to access red equipment for personal amplification, Auslan interpreters and the justice system and their human rights use of the National Relay Service, wheelchair access, bringing a through the reduction of discrimination. support person and documents being made in alternative formats such as Braille, large print, audio and electronic. • The Diversity Services unit continues to participate in initiatives to support people with disability who come into contact with the criminal justice system, and to promote diversionary options for people with cognitive impairment. • In response to the NSW Law Reform Commission Report #135 – People with Cognitive and Mental Health Impairments in the Criminal Justice System – Diversion, the Government is developing a new diversionary legislative framework and is also undertaking further work in response to the Commission’s recommendations concerning expansion of support services. • The Justice Policy unit considers policy principles relating to disabilities in developing and reviewing legislative and policy proposals. This includes that legislation should not depart from international treaty obligations without sufficient justification and that it is important to consider how a proposal will impact on people with a mental illness or cognitive impairment.

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Outcomes Key achievements • The Department is currently reviewing all websites to ensure they meet accessibility compliance in line with WCAG2.0. • The Anti-Discrimination Board publicly advocates on issues affecting people with disability. • The NSW Civil and Administrative Tribunal (NCAT) website provides information for parties to tribunal proceedings about the assistance available and how to request support. In addition, there is signage in NCAT hearing rooms and registry public areas advising parties of hearing loop facilities. • NCAT’s Guardianship Division case management practice and procedure informs parties with a disability and facilitates participation in all stages of preparing the application for hearing and at the hearing itself. For example, registry staff contact the person with a disability to discuss the application, provide information about Tribunal practice and procedure, and assist that person to understand their rights in the proceedings and the best way for them to participate in the hearing. Hearings are conducted in a venue close to where the person lives or can be conducted by video conference or telephone if the person cannot attend in person. • Parties with disability can request to appear at their hearing by telephone in NCAT Consumer and Commercial Division proceedings. In addition, NCAT can appoint a Guardian Ad Litem under s45(4) Civil and Administrative Tribunal Act 2013 to act as best interest person for a party. • The Land and Environment Court promotes access to services and information by adjusting their service provisions for individuals with disability, such as providing documents in alternative formats for people with a visual impairment, assisting clients with a hearing impairment in a quiet public location, and ensuring court information is available in plain English. • The NCAT website advises parties with a disability of available assistance. NCAT provides Auslan interpreters and hearing loops where required. • Training has been provided to NCAT Guardianship Division staff in communicating with people with cognitive disability. • The Office of the Legal Services Commissioner has provided training to staff on interacting with people who may have a mental illness. Outcome 4 • LawAccess NSW has introduced an Auslan video translating Communications the ‘About Us’ page of the website. People with disability are aware of and can effectively access information services and • All Victims Services public information is provided in plain programs, including court proceedings English, with no jargon. through the provision of accessible communication strategies and formats. • Victims Services is liaising with National Disability Services to deliver information on support to victims with a disability. • The Anti-Discrimination Board provides community education sessions for organisations working with people with disability. • Justice Legal has provided training to business centres about access to information (via GIPA) for clients with disabilities and clients from culturally and linguistically diverse communities.

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Outcomes Key achievements Outcome 5 • The Department continued its update of courthouse facilities Buildings and facilities around NSW, within the limitations of heritage buildings and People with disability have equitable with management solutions applied where necessary. access to our buildings and facilities. • Upgrade works continued in the Downing Centre and John Maddison Tower. This included accessible toilets on various levels of the buildings. • Construction of new fully compliant (Disability Discrimination Act Standards) Armidale Courthouse was completed. • Major upgrade works undertaken at Manly and Port Macquarie courthouses to improve accessibility for people with a disability. Minor upgrade works undertaken at Katoomba, Hospital Road, Queanbeyan and Forster courthouses to improve disability access. • Disability access compliance work carried out at a number of small regional courthouses including Condobolin, Mullumbimby, Murwillumbah, Broken Hill, Cooma, Cobar, Cootamundra, Narromine, Kogarah, Maitland, Nyngan, Peak Hill, Picton, Camden, Cessnock, Dunedoo, Rylstone, Gloucester, Kyogle, Maclean, Tumbarumba, Tweed Heads, Moss Vale, Muswellbrook and Port Kembla. • NSW Civil and Administrative Tribunal (NCAT) ensures appropriate disability accessibility for Registry premises and hearing venues. Accessible toilets are available in NCAT Registry locations. Outcome 6 • The Secretary chairs the Justice Disability Advisory Council, a Consultation and best high-level council of community stakeholders with expertise in practice management disability issues. The Council provides advice to the Department The voice of people with disability is on best-practice for engaging with people with disability. heard and reflected in policies, programs, services and management practices • NCAT organised a presentation to the Guardianship Division resulting in the Department acknowledged members and staff by Alzheimer’s Australia NSW concerning as a leader in the way we implement our the impact of dementia on individuals and strategies for Disability Strategic Plan. effective communication with people with dementia. • The Office of the Legal Services Commissioner met with Alzheimer’s Australia to explore issues related to financial abuse. • The NSW Law Reform Commission and the Sentencing Council consult with peak bodies representing people with disability in the development of proposals for law reform. In 2013–14, a round table consultation on its Parole Reference was held with groups representing people with mental health and cognitive impairments.

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Outcomes Key achievements Outcome 7 • The Department continues to exceed Government employment Employment of people with disability targets of 1.5 per cent for people with a disability requiring Employment participation of people with a reasonable adjustment. Based on the 2013–14 workforce disability is increased. profile data provided to the Public Service Commission, the Department has 1.6 per cent of staff who voluntarily reported that they have a disability that requires a reasonable adjustment. The Department will continue to employ people with a disability and encourage existing staff to update their EEO information where required. • There is a range of existing employment strategies being implemented. They include: a) Stepping Into – a program coordinated through the Australian Network on Disability that employs university graduates with a disability on a four week paid internship. There have been three interns employed during 2013–14, with some interns securing temporary employment contracts beyond the four weeks. b) Targeted employment opportunities through Local Courts and the Office of the Sheriff have successfully recruited seven people with a disability through targeted recruitment actions. This has been achieved through a partnership with CRS Australia, who source candidates with a disability for temporary and ongoing administrative positions in Sydney and regional locations. c) Mentoring programs – staff with a disability are encouraged to apply to be a mentor or mentee on mentoring programs. d) Staff with Disability Network activities – the network held an International Day for People with a disability function at the Parramatta Justice Precinct. The network also held a number of meetings throughout the year. Network representatives continue to attend and represent the network at the Equity and Diversity Alliance. e) Disability awareness training continues to be available to staff across the Department. f) Strengthening relationships with CRS Australia to promote disability employment through targeted recruitment actions, encouraging their candidates to apply for Department jobs and assisting with work experience placements. • The Department is also an active participant in the Transition to Work Program – a program where school leavers with a disability participate in a work experience program. • Human Resources continue to influence business centre managers to ensure principles of fairness and equity are built into business and workforce plans. Human Resources is also developing new strategies to better embed equity and diversity, including disability employment, into workforce planning in line with the GSE Act and framework. • The Department’s Reasonable Adjustment Policies and Guidelines continue to be promoted to all staff with the Department continuing to provide adjustments to all staff when required and requested. In addition, the creation of the new MyHR intranet page allows all staff to view the policy online.

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Appendix 7: Disclosure of controlled entities and subsidiaries

Disclosure of controlled entities The Department does not have any controlled entities.

Disclosure of subsidiaries The Department does not have any subsidiaries.

Joint venture Since 2006, the Department has recognised, at the direction of NSW Treasury, an investment in Law Courts Limited, which is an entity controlled by the NSW Government and the Australian Government, and equity accounted for in accordance with AASB 131 Interests in Joint Ventures. Both governments have equal representation on the Board of Directors and in the membership of Law Courts Limited, with all decisions requiring unanimous consent. Law Courts Limited is located at Level 3, Law Courts Building, Queen’s Square, Sydney, NSW 2000, and its principal activity is the provision of accommodation for Courts, Courts Registries and support services at a standard that is suitable and available for occupation. The NSW Government’s investment comprises 52.5 per cent of the net assets of Law Courts Limited. The joint venture arrangements are currently under review.

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Appendix 8: Employees by category

The following table contains human resources information for the Department of Police and Justice from 2010–11 to 2013–14. All information provided is an estimate compiled for the Department, analysing information from the Annual Workforce Profile.

Occupation classification 2010–11* 2011–12* 2012–13* 2013–14*

Managers 1,169.93 965.00 926.38 876.98

Professionals 1,999.57 1,927.71 1,854.93 1,751.60

Technicians and trades workers 530.38 480.83 457.04 473.33

Community and personal services workers 4,668.68 4,320.75 4,114.13 4,588.15

Clerical and administrative workers 3,924.55 3,890.60 3,708.84 3,564.12

Sales workers 13.60 14.54 16.09 14.40

Machinery operators and drivers 44.34 51.44 45.89 44.00

Labourers 16.10 13.86 13.38 13.79

* Non-casual FTE at census period based on information derived from workforce profile submission to PSC.

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Appendix 9: Environmental reporting

The Department of Police and Justice is committed to reducing the NSW Government’s operating costs, improving energy efficiency and maximising the use of resources. The Department of Police and Justice supports the NSW Government Resource Efficiency Policy. It does this by working with staff, management, contractors and stakeholders to achieve improved environmental performance measures.

Former Attorney General’s Division1 • Continued to participate in the Cartridges for Planet Ark, a used toner cartridge recycling program. In 2013–14, more than 1800 printer toner cartridges were recycled saving over 1.5 tonnes of material going to landfill. • All white photocopy paper is sourced from carbon neutral or recycled content paper with almost 90 per cent of coloured and tinted paper purchased from the Earthsaver range. • Following a lighting upgrade at the Downing Centre and John Maddison Tower, 600 lights were recycled, saving more than one tonne of material from going into landfill. • Monitored the recycling of construction materials from major works and refurbishments at court houses. The recycling supported the construction and demolition component of the NSW Government’s Waste Reduction and Purchasing Policy (WRAPP). As of July 2014, the WRAPP Policy has been superseded by the Government Resource and Efficiency Policy. • As a waste initiative, the Department is developing a trial waste separation program at the Justice Precinct Offices. The trial will feature three individual small-footprint bins that are labelled to enable easy identification for user self-sorting. An added feature will be that recyclables including bottles and cans will be collected, which is currently not available. The program aims to reduce contamination and increase recycling rates.

Corrective Services NSW • Sustainability aspects are fully incorporated in all relevant Corrective Services policies and procedures. Corrective Services NSW (CSNSW) Sustainability Policy guides the continuing implementation of the Environmental Management Plan (EMP). The EMP established mechanisms to ensure Corrective Services manages environmental risks and meets or exceeds targets for energy efficiency, greenhouse gas emission reductions, recycling, ‘green’ purchasing and land and heritage conservation and restoration. Some of the initiatives identified in the EMP are: -- disposal of e-waste such as computers, servers, laptops, telephones by extracting and recycling plastic and metal, arranging for the disposal and recycling of photocopiers and refurbishing old computers for use by inmates in educational programs -- recycling programs for toner cartridges, paper waste, tin can/aluminum containers, replacing polystyrene products with recyclable paper products and recycling of wood chips and sawdust in nursery and landscaping industries -- a waste separation pilot program at CSNSW head office.

1 For the purposes of environmental reporting, the former Attorney General’s Division refers to all divisions and offices within the Department of Police and Justice with the exception of Juvenile Justice and Corrective Services which report on their environmental results separately.

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Juvenile Justice NSW Juvenile Justice continued with a number of previously implemented waste reduction and recycling initiatives. This included strategic procurement, with the preference for paper and stationary with recycled content, remanufactured toner cartridges and other office products accredited green ranges. Additionally, Juvenile Justice has a robust recycling scheme. One-hundred per cent of used toner cartridges are collected for recycling. There is also a colour coded bin system in place at Head Office, designed in line with best practice standards, to assist in promoting waste separation. This office recycling initiative has continued to see positive results with spot audits indicating more than 70 per cent of waste is consistently diverted from land fill. Juvenile Justice also continued to follow a waste minimisation and recycling strategy to reduce waste in the refurbishment and maintenance of Juvenile Justice assets.

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Appendix 10: Exceptional employee salary movements

In 2013–14, there were no exceptional employee salary movements. Employees of the Department are covered by the Crown Employees (Public Sector – Salaries 2008) Award. The Award provided for a 2.27 per cent salary increase from the first full pay period on or after 1 July 2013, for the following classifications within the Department:

• clerks • senior officers • parole officers • court officers • tipstaves • Sheriff’s officers • Departmental professional officers • clerical officers • librarians • correctional officers • legal officers • sound reporters

Judicial officers Annually, section 13 of the Statutory and Other Offices Remuneration Act 1975 requires the Statutory and Other Offices Remuneration Tribunal (SOORT) to make a determination of the remuneration to be paid to judicial officers on and from 1 October in that year. SOORT made a determination to increase the remuneration paid to Supreme Court Judges (and legislatively related judicial officers) by 2.5 per cent and for other judicial officers by 2.27 per cent, from 1 October 2013.

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Appendix 11: Funds granted to community organisations

Crime Prevention Programs Program Name of Amount Project purpose Target clients organisation (excl GST) Design Out Crime University of $450,000.00 Funding for DOCRC to Community, business Research Centre Technology Sydney undertake research. (DOCRC) Fraud Prevention City of Sydney $10,000.00 Development of retail Business Podcasts crime prevention podcasts. Tackling Violence Department of 108,500.00 Community education Community, business Education and and prevention Communities program, run in partnership with regional rugby league clubs, focused on changing men’s behaviour with regard to domestic violence. Friday Night Lights Tamworth Regional $50,000.00 Reduce malicious Community, business Project Council damage and non- domestic violence related assault. Steal from Motor Dubbo City Council $50,000.00 Reduction of Steal from Community, business Vehicle Project Motor Vehicle offences through communication/ education strategies. Farm Safety Project Upper Hunter Shire $4,200.00 Reduce theft from Community, business Council property and vehicles in rural communities and encourage the reporting of all crime. Home Safe Project Fairfield City Council $50,000.00 Reduce incidence Community, business of break and enter dwelling. Who else likes your Strathfield Council $27,000.00 Reduce steal from Community, business stuff? project person and robbery offences, including an awareness campaign. Non-DV Assault Sutherland Shire $48,200.00 An education/ Community, business Project Council awareness campaign aimed at reducing alcohol related assault. Non-DV Assault Manly Council $26,454.64 Reduce assault Community, business Project (non‑domestic violence) offences with an emphasis on alcohol- related assault. Clarence in Control – Clarence Valley $48,945.00 Reduce assault Community, business STOP THINK DON’T Council (non‑domestic violence) Project offences through targeted media campaigns.

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Crime Prevention Programs Upgrade Street Byron Shire Council $50,000.00 Reduce assault Community, business Lighting Fletcher (non‑domestic violence) Street Byron Bay offences with an Project emphasis on alcohol- related assault. Safer Communities Moree Plains Shire $47,848.00 Reduce malicious Community, business Initiative Project Council damage to property offences. Safer Public Places Shellharbour City $25,000.00 Reduce graffiti and Community, business – Oak Flats Central Council malicious damage to Project property. Steal from Motor Port Stephens $18,800.00 Steal From Motor Community, business Vehicle Project Council Vehicle community awareness/education campaign.

Total for Crime Prevention Programs: $1,014,947.64 (excl. GST) Safe Aboriginal Youth (SAY) Program Program Name of Amount Project purpose Target clients organisation (excl GST) Safe Aboriginal Armidale Youth $74,720.86 Provide safe transport Community Youth (SAY) Patrols – Assist Inc and outreach service Armidale for young people on the streets at night in Armidale area. Safe Aboriginal Youth Dubbo $70,558.83 Provide safe transport Community (SAY) Patrols – Dubbo Neighbourhood and outreach service Centre for young people on the streets at night in Dubbo area. Safe Aboriginal Maari Ma Health $115,800.00 Provide safe transport Community Youth (SAY) Patrols – and outreach service Wilcannia for young people on the streets at night in Wilcannia area. Safe Aboriginal Mallee Family Care $79,508.00 Provide safe transport Community Youth (SAY) Patrols – and outreach service Dareton for young people on the streets at night in Dareton area. Safe Aboriginal Police & Community $442,520.20 Provide safe transport Community Youth (SAY) Patrols Youth Clubs (PCYC) and outreach service – Bourke, Eastern NSW Ltd for young people on Suburbs, Kempsey, the streets at night in Newcastle, Taree Bourke, La Perouse, Kempsey, Newcastle and Taree. Safe Aboriginal Shoalhaven $85,837.00 Provide safe transport Community Youth (SAY) Patrols – Community and outreach service Shoalhaven Development Ltd for young people on the streets at night in Shoalhaven area. Total for SAY Program: $868,944.89 (excl. GST)

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Crime Prevention Through Environmental Design (CPTED)/Graffiti Strategy Program Name of Amount Project purpose Target clients organisation (excl GST) Volunteer Graffiti Dapto Rotary Club $2,000.00 Reduce the incidence Community, business Removal Program of malicious damage – graffiti. Volunteer Graffiti Bankstown $2,000.00 Reduce the incidence Community, business Removal Program Multicultural Youth of malicious damage – Service graffiti. Volunteer Graffiti Hazelbrook $666.68 Reduce the incidence Community, business Removal Program Association of malicious damage – Community Inc. graffiti. Volunteer Graffiti Lower Mountains $666.68 Reduce the incidence Community, business Removal Program Neighbourhood of malicious damage – Centre graffiti. De-Tag Program Police & Community $62,820.00 Deliver graffiti education Community, business Youth Clubs (PCYC) program for juvenile NSW Ltd offenders. Volunteer Graffiti Rotary Club of $2,000.00 Reduce the incidence Community, business Removal Program Rutherford-Telarah Inc of malicious damage – graffiti. Volunteer Graffiti Rotary Club of $4,301.36 Reduce the incidence Community, business Removal Program Strathfield Inc of malicious damage – graffiti. Volunteer Graffiti Rotary Club of $658.00 Reduce the incidence Community, business Removal Program Turramurra Inc of malicious damage – graffiti. Volunteer Graffiti Rotary Club of $666.68 Reduce the incidence Community, business Removal Program Wallsend-Maryland of malicious damage – Inc graffiti. Graffiti Removal Day Rotary Down $129,636.36 Encourage people to Community, business Under Inc volunteer their time and get involved in the removal and prevention of graffiti. Volunteer Graffiti Surry Hills Public $4,984.00 Reduce the incidence Community, business Removal Program Tenants Association of malicious damage – graffiti. Volunteer Graffiti Walla Mulla Family $500.00 Reduce the incidence Community, business Removal Program and Community of malicious damage – Support Ltd graffiti.

Total for CPTED/GraffitiStrategy: $210,899.76 (excl. GST)

Domestic and Family Violence Program Name of Amount Project purpose Target clients organisation (excl GST) Campbelltown Macarthur Legal $168,303.91 Provide domestic Community Domestic and Family Centre Inc. and family violence Violence Intervention victims’ services in the Service Campbelltown area. Wagga Wagga Sisters Housing $94,665.55 Provide domestic and Community Domestic and Family Enterprises Inc. family violence victims’ Violence Intervention services in the Wagga Service Wagga area.

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Domestic and Family Violence Women’s Domestic Wagga Family $9,089.00 Provides a free service Community Violence Court Support Services to women seeking Advocacy Program legal protection from domestic violence.

Total for Domestic and Family Violence: $272,058.46 (excl. GST)

Life on Track Program Name of Amount Project purpose Target clients organisation (excl GST) Life on Track Program Mission Australia $1,875,221.00 A voluntary service for Community, business defendants, aimed at reducing re-offending.

Total for Life On Track: $1,875,221.00 (excl. GST)

Youth on Track Program Name of Amount Project purpose Target clients organisation (excl GST) Youth on Track UnitingCare, Burnside $1,504,668.00 An early intervention Community, business Program NSW-ACT scheme targeting juvenile offenders and those at risk of offending.

Total for Youth On Track: $1,504,668.00 (excl. GST)

Victims Services Program Name of Amount Project purpose Target clients organisation (excl GST) Victims of Crime Victims of Crime $451,921.00 Provide support Community Assistance League services to victims (Hunter) of crime in the Hunter region, including information, support and referral services to victims of alcohol related crimes or anti- social behaviour.

Total for Victims Services: $451,921.00 (excl. GST)

Courts and Tribunal Services Program Name of Amount Project purpose Target clients organisation (excl GST) Chaplaincy Salvation Army $33,408.62 Court chaplaincy Community services – Downing Centre.

Total for Courts and Tribunal Services: $33,408.62 (excl. GST)

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Corrective Services Community Funding Program The Corrective Services Community Funding Program (CFP) allocates funding to community- based non-profit organisations that provide support services to offenders, former inmates and their families. The CFP is a key element in delivering the Corrective Services Throughcare Strategy, comprising three streams: • Inmate Support • Transitional Support • Children and Families’ Support. In 2013–14, the following agencies were allocated CFP funding totalling $3,261,451:

Project stream Name of organisation Amount Inmate support Prisoners Aid Association (provides property and financial $395,690 services to inmates) Transitional support Namatjira Haven (operates a residential-based rehabilitation $294,563 project for male Aboriginal offenders with alcohol and other drug dependence in NSW north coast region) Guthrie House (provides supported accommodation services for $343,979 female offenders on release or as an alternative to incarceration) Glebe House (provides supported accommodation services for $206,388 recently released male offenders) New Horizons Enterprises Ltd (operates a supported $122,539 accommodation project in the Sydney metropolitan area for male offenders with a mental illness) Community Restorative Centre (provides transitional and family $115,867 support services, including transport to correctional centres) Yula-Punaal Education and Healing Centre (provides pre and $90,966 post-release services for Aboriginal women) Community Restorative Centre $227,824 Judge Rainbow Memorial Fund (Rainbow Lodge) $375,299 Family and children support SHINE for Kids (supports children and families of offenders) $781,489 Community Restorative Centre $116,711 Community Restorative Centre $57,933 Community Restorative Centre $132,203 Total CFP funds $3,261,451

Corrective Services NSW Parolee Support Initiative – Mental Health/ Intellectual Disability This project aims to reduce the cycle of homelessness and re-offending by targeting medium to high risk offenders who have a mental health disorder and/or an intellectual disability.

Project Funded organisation Amount Parolee Support Initiative Community Restorative Centre $420,127

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Corrective Services Homelessness Action Plan Projects Funding

Homelessness Action Plan project Funded organisation Amount Targeted Housing and Support Service Community Restorative Centre $85,912 Aboriginal Women Leaving Custody – Targeted Housing and Community Restorative Centre $117,500 Support Service, Transition and Referral Service Bail Support Pathways Program Richmondpra $210,000 Sustaining Tenancies Far West Community Restorative Centre $272,000 Total $685,412

Juvenile Justice NSW Community Funding unit The Community Funding Unit supports the administration of Juvenile Justice funding programs and sets the strategic direction for the delivery of a range of targeted community funded services for young people under the supervision of Juvenile Justice. Joint Support Program One of the key programs is the Joint Support Program (JSP). The JSP replaced the Community Funding Program from 1 July 2013. The new model moves from one year to three year funding contracts, allowing Juvenile Justice and funded organisations to work more closely together to ensure young people are receiving the support they need. The program targets young people under the supervision of Juvenile Justice within the community, who have been assessed as having a medium to high level of offending, related to risk and need. The model allows for strong collaboration with funded organisations and case management processes, client-focused strategies and regular review meetings to ensure target outcomes are being achieved. The service types provided through the program are: • Casework support • Crisis accommodation • Long-term accommodation • Employment placement and support • Family intervention. Following a competitive tender process, a total of 13 funding agreements with successful tenderers were finalised. Client transition plans were implemented and the new service delivery commenced in July 2013. Community funding guidelines In 2013–14, community funding guidelines were developed to support the JSP and assist staff in the broader administration of Juvenile Justice community funding. The guidelines focus on roles and responsibilities of staff dealing with funded programs and outline key funding accountabilities. Prevention of homelessness Juvenile Justice is committed to the Framework for Multi Agency Transition Planning to Prevent Homelessness (2012), an initiative under NSW 2021 which sets out service principles for multi- agency collaboration to improve transition planning to prevent homelessness for people exiting care or custody.

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As part of this commitment, Juvenile Justice developed the Young People and Homelessness Policy and Strategic Plan to demonstrate a commitment to addressing homelessness and the risks of homelessness by young people supervised by the agency. Other funded programs Rural Residential Rehabilitation Services Juvenile Justice funds the Rural Residential Rehabilitation Services in Dubbo and Coffs Harbour to provide a comprehensive treatment program for 13 to 18-year old adolescents with alcohol and drug related problems that are Juvenile Justice clients or are at risk of becoming clients. The program caters for up to eight adolescents at any one time in each location. Legal Legal assistance to young people in custody is provided by the Visiting Children’s Legal Service. Legal Aid provides information and education to young people on their legal rights and responsibilities and ensures they have access to appropriate and timely support and representation. National Partnership Agreement on Homelessness (NPAH) Projects Juvenile Justice currently administers homeless accommodation support funding for young people with complex needs in three locations: South Western Sydney, the North Coast and Riverina-Murray. These programs are provided by Commonwealth funding through NPAH. The projects target young people aged 13 to 18 years who have a history of homelessness and a number of complex needs, which may include mental health and/or disabilities, alcohol and other drug use and disengagement from the school system. These services have been incorporated into a new Specialist Homelessness Services framework, which is being implemented by the Department of Family and Community Services. The services will be fully transitioned to the new framework by 31 October 2014 and will be managed through the Department of Family and Community Services from that time.

Program Service provider Funding amount 2013–14 Joint Support Program Marist Youth Care $243,279 CatholicCare $198,312 Regional Youth Support Service $81,120 Southern Youth and Family Services $202,812 Casework support Relationships Australia $121,692 (12 week program) Mission Australia $365,038 Centacare $340,343 PCYC $396,600 Allambie Youth Services $243,359 Albury/Wodonga Youth Emergency Service $121,692 Total casework support $2,314,247 Marist Youth Care $306,172 Crisis accommodation support Mission Australia $168,778 (28 days ) Albury/Wodonga Youth Emergency Service $56,259 Total crisis accommodation $531,209

246 Appendixes

Program Service provider Funding amount 2013–14 Employment placement and support Marist Youth Care $302,928 (26 week program) Total employment placement $302,928 Mission Australia $324,479 Southern Youth and Family Services $162,239 Family intervention (8–10 weeks) Relationships Australia $81,120 Each Ltd $40,560 Total family intervention $608,398 Mission Australia $90,677 Long-term accommodation support (12 Albury/Wodonga Youth Emergency Service $90,677 month program) Regional Youth Support Service $112,577 CatholicCare Hunter Manning $133,296 Total long-term accommodation $427,227 Total state-wide Joint Support Program $4,184,009 National Partnership Agreement on Homelessness Mission Australia $128,159 YP Space $509,550 Long-term supported accommodation CatholicCare $199,836 Hume Community Housing Association $5,869 Total National Partnership Agreement on Homelessness Programs $843,414 CatholicCare $503,715 Bail Assistance Line Program Wundarra Services $11,222 Total Bail Assistance Line Program $514,937 Alcohol and other Drugs Rural Residential Rehabilitation Program Rural Residential Rehabilitation Program Mission Australia $2,566,534 Total Rural Residential Rehabilitation Program $2,566,534 Other Program Grants Shine for Kids Cooperative Ltd $30,833 Mentoring programs Tribal Warrior $30,000 Juniperina Joint Support Housing and CatholicCare $5,000 Assistance Program Brokerage Family Matters Program Karitane $57,604 Total other program grants $123,437 Research grants Australian Institute of Health and Welfare $249,887 Total research grants $249,887 Legal support for young offenders Legal Aid NSW $194,165 Total legal support for young offenders $194,165 Chaplaincy Program in Juvenile Civil Chaplaincies Advisory Committee $418,768 Justice Centres Total Chaplaincy Program $418,768

247 Appendixes

Appendix 12: Government Information Public Access Act 2009

1. Review of proactive release program – Clause 7(a) Under section 7 of the GIPA Act, agencies must review their programs for the release of government information to identify the kinds of information that can be made publicly available. This review must be undertaken at least once every 12 months. As part of this Agency’s review of the proactive release program, business areas across the Department were requested to provide an update on released information. This included outlining initiatives adopted throughout the year and including information on a register. Business areas are increasingly aware of the importance of releasing information in a proactive way and many have demonstrated that they consider proactive release as part of their day-to-day business. During the reporting period, business areas reviewed their programs of proactive release based on demand for information and type of information that was being published. The following was disclosed through the review. • The Legal Profession Admission Board releases information relating to student enrolment and examinations on a six-monthly basis and considered additional information to be released as part of its website improvements. • Statistical information has been released by the NSW Registry of Births, Deaths and Marriages and provides an insight into approximately three quarters of a million annual interactions between the public and the Registry. Further release of statistical information is proposed for the forthcoming year. • The Supreme Court has placed a video of a community engagement seminar and seminar papers on its website, which facilitates better community understanding of the judiciary’s work and improves public awareness of the administration of criminal justice in NSW. • Court Services launched an Online Registry allowing individuals to access their cases online. • The NSW Crime Mapping Tool was released by the Bureau of Crime Statistics and Research, providing increased access to crime information. As a result of this review, the Department released the following information proactively: newsletters, policies, practice notes, guarantees of services and submissions.

2. Number of access applications received – Clause 7(b)2 During the reporting period, our agency received a total of 684 formal access applications, including withdrawn applications but not invalid applications.

3. Number of refused applications for Schedule 1 information – Clause 7(c)3 During the reporting period, our agency refused a total of 38 formal access applications because the information requested was information referred to in Schedule 1 of the GIPA Act. Of those applications, 18 were refused in full, and 20 were refused in part.

1 Clause 7(b) refers to the total number of applications received, not decisions made about those applications. It does not cover informal requests. 2 Clause 7(c) refers to the total number of applications received, not decisions made about those applications. It does not cover informal requests.

248 Appendixes

4. Statistical information about access applications – Clause 7(d) and Schedule 2

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 1 5 1 4 0 0 0 3 Members of 3 1 0 0 0 0 0 0 Parliament Private sector 97 6 4 15 0 0 0 4 business Not for profit 3 6 0 2 0 0 0 0 organisations or community groups Members of the 49 261 1 10 0 1 0 34 public (application by legal representative) Members of the 43 95 1 26 0 5 2 7 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 79 350 1 29 0 5 2 40 information applications* Access 115 20 6 26 0 0 0 8 applications (other than personal information applications) Access 2 2 0 2 0 1 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

249 Appendixes

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 85 Application is for excluded information of the agency (section 43 of the Act) 18 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 103 Invalid applications that subsequently became valid applications 33

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 1 Cabinet information 2 Executive Council information 0 Contempt 0 Legal professional privilege 5 Excluded information 2 Documents affecting law enforcement and public safety 18 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 95 Law enforcement and security 28 Individual rights, judicial processes and natural justice 249 Business interests of agencies and other persons 4 Environment, culture, economy and general matters 1 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

250 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 663 Decided after 35 days (by agreement with applicant) 6 Not decided within time (deemed refusal) 19 Total 688

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 6 3 9 Review by Information Commissioner* 3 5 8 Internal review following recommendation under section 93 of Act 1 0 1 Review by ADT 1 0 1 Total 11 8 19

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 17 Applications by persons to whom information the subject of access 2 application relates (see section 54 of the Act)

251 Appendixes

NSW Ministers

A Minister’s office is classed as a separate agency under the GIPA Act and under s125(2) of the Act is required to comply with GIPA reporting requirements. The statistics for formal applications received by these agencies are provided below. These statistics cover the period from 1 July 2013 to 30 June 2014. They were provided to the NSW Department of Police and Justice and collated for publication in the Department’s Annual Report as required by s125(3) of the GIPA Act.

Premier, Minister for Infrastructure, Minister for Western Sydney Entries recorded Attorney General, Minister for Justice Entries recorded Minister for Roads and Freight Entries recorded Deputy Premier, Minister for Trade and Investment, Minister for Regional Entries recorded Infrastructure, Minister for Tourism and Major Events, Minister for Small Business, and Minister for the North Coast Minister for Transport, Minister for the Hunter Entries recorded Minister for Education Entries recorded Minister for Fair Trading Entries recorded Minister for Resources and Energy Entries recorded Treasurer, Minister for Industrial Relations Entries recorded Minister for Planning, Minister for Women Entries recorded Minister for Ageing, Minister for Disability Services, Minister for the Illawarra Entries recorded Minister for Primary Industries, Assistant Minister for Tourism and Major Events Entries recorded Minister for Natural Resources, Lands and Water, Minister for Western NSW Nil report Minister for Health, Minister for Medical Research Nil report Minister for Family and Community Services1 Nil report Minister for Police and Emergency Services2 Nil report Minister for Citizenship and Communities, Minister for Aboriginal Affairs, Nil report Minister for Veterans Affairs Minister for the Environment, Minister for Heritage, Minister for the Central Coast, Nil report and Assistant Minister for Planning Minister for Hospitality, Gaming and Racing, Minister for the Arts Nil report Minister for Finance and Services Nil report Minister for Local Government Nil report Minister for Mental Health, Assistant Minister for Health Nil report

1 Report for period 23 April to 30 June 2014 only.

2 Report for period 7 May to 30 June 2014 only.

252 Appendixes

Premier, Minister for Infrastructure, Minister for Western Sydney

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 12 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 1 2 2 0 0 0 0 0 Members of 1 2 0 0 0 0 0 0 Parliament Private sector 1 0 0 0 0 0 0 0 business Not for profit 1 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 2 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

253 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 1 2 0 0 0 0 0 information applications* Access 4 5 0 0 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

254 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 5 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

255 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 12 Decided after 35 days (by agreement with applicant) 0 Not decided within time (deemed refusal) 0 Total 12

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 1 1 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 1 1

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 1 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

256 Appendixes

Attorney General, Minister for Justice

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 2 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 1 0 0 Members of 1 0 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 0 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

257 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 1 0 0 0 0 1 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

258 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

259 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 1 Decided after 35 days (by agreement with applicant) 1 Not decided within time (deemed refusal) 0 Total 2

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

260 Appendixes

Minister for Roads and Freight

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 4 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 0 0 0 Members of 2 0 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 2 0 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

261 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 4 0 0 0 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

262 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

263 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 0 Decided after 35 days (by agreement with applicant) 4 Not decided within time (deemed refusal) 0 Total 4

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

264 Appendixes

Deputy Premier, Minister for Trade and Investment, Minister for Regional Infrastructure, Minister for Tourism and Major Events, Minister for Small Business, and Minister for the North Coast

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 4 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 3 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 0 0 0 Members of 0 1 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 1 1 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 1 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

265 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 1 2 0 0 0 0 0 0 applications (other than personal information applications) Access 0 1 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

266 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 1 Excluded information 3 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 2 Law enforcement and security 0 Individual rights, judicial processes and natural justice 2 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

267 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 4 Decided after 35 days (by agreement with applicant) 0 Not decided within time (deemed refusal) 0 Total 4

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 1 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

268 Appendixes

Minister for Transport, Minister for the Hunter

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 4 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 2 0 0 0 0 0 0 2 Members of 0 0 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 0 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

269 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 2 0 0 0 0 0 0 2 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

270 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

271 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 2 Decided after 35 days (by agreement with applicant) 0 Not decided within time (deemed refusal) 0 Total 2

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 2 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

272 Appendixes

Minister for Education

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 1 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 1 0 0 0 0 0 0 0 Members of 0 0 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 0 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

273 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 0 1 0 0 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

274 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 1 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 1 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

275 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 1 Decided after 35 days (by agreement with applicant) 0 Not decided within time (deemed refusal) 0 Total 1

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

276 Appendixes

Minister for Fair Trading

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 1 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 0 0 0 Members of 1 0 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 0 0 0 0 0 0 0 public (other) * More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

277 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 1 0 0 0 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

278 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

279 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 1 Decided after 35 days (by agreement with applicant) 0 Not decided within time (deemed refusal) 0 Total 1

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

280 Appendixes

Minister for Resources and Energy

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 4 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 1 0 0 0 0 0 0 0 Members of 0 1 0 0 0 0 0 0 Parliament Private sector 1 1 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 0 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

281 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 2 2 0 0 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0

282 Appendixes

Table C: Invalid applications Reason for invalidity Number of applications Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

283 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 2 Decided after 35 days (by agreement with applicant) 2 Not decided within time (deemed refusal) 0 Total 4

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 1 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

284 Appendixes

Treasurer, Minister for Industrial Relations

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 3 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 0 0 0 Members of 0 0 0 1 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 1 0 0 0 0 public (application by legal representative) Members of the 0 0 0 1 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

285 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 0 0 0 3 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

286 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

287 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 2 Decided after 35 days (by agreement with applicant) 1 Not decided within time (deemed refusal) 0 Total 3

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

288 Appendixes

Minister for Planning, Minister for Women

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 3 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 0 0 0 Members of 0 0 0 0 0 1 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 1 0 0 0 0 0 organisations or (deemed) community groups Members of the 0 0 0 0 0 0 0 1 public (application by legal representative) Members of the 0 0 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

289 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 0 0 1 0 0 1 0 1 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

290 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

291 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 0 Decided after 35 days (by agreement with applicant) 2 Not decided within time (deemed refusal) 1 Total 3

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

292 Appendixes

Minister for Ageing, Minister for Disability Services, Minister for the Illawarra

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 1 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 0 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 0 0 0 Members of 1 0 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 0 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

293 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 1 0 0 0 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0

294 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 0 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

295 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 1 Decided after 35 days (by agreement with applicant) 0 Not decided within time (deemed refusal) 0 Total 1

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

296 Appendixes

Minister for Primary Industries, Assistant Minister for Tourism and Major Events

Total Total number of applications (Including withdrawn applications, but not including invalid applications) 3 received in between 1 July 2013 and 30 June 2014: Total number of access applications that were refused, either wholly or partly, because the application 3 was for the disclosure of information in Schedule 1 of the Act (Information for which there is conclusive presumption of overriding public interest against disclosure):

Table A: Number of applications by type of applicant and outcome* Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 0 0 0 0 0 0 0 0 Members of 0 2 0 0 0 0 0 0 Parliament Private sector 0 0 0 0 0 0 0 0 business Not for profit 0 0 0 0 0 0 0 0 organisations or community groups Members of the 0 0 0 0 0 0 0 0 public (application by legal representative) Members of the 0 1 0 0 0 0 0 0 public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

297 Appendixes

Table B: Number of applications by type of application and outcome Access Access Access Information Information Refuse to Refuse to Application granted granted refused not held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Personal 0 0 0 0 0 0 0 0 information applications* Access 0 3 0 0 0 0 0 0 applications (other than personal information applications) Access 0 0 0 0 0 0 0 0 applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications Reason for invalidity Number of applications Application does not comply with formal requirements (section 41 of the Act) 0 Application is for excluded information of the agency (section 43 of the Act) 0 Application contravenes restraint order (section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 1

298 Appendixes

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Number of times consideration used* Overriding secrecy laws 0 Cabinet information 1 Executive Council information 0 Contempt 3 Legal professional privilege 1 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Number of occasions when application not successful Responsible and effective government 0 Law enforcement and security 0 Individual rights, judicial processes and natural justice 3 Business interests of agencies and other persons 0 Environment, culture, economy and general matters 0 Secrecy provisions 0 Exempt documents under interstate Freedom of Information legislation 0

299 Appendixes

Table F: Timeliness Number of applications Decided within the statutory timeframe (20 days plus any extensions) 2 Decided after 35 days (by agreement with applicant) 0 Not decided within time (deemed refusal) 1 Total 3

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld Internal review 0 0 0 Review by Information Commissioner* 0 0 0 Internal review following recommendation under section 93 of Act 0 0 0 Review by ADT 0 0 0 Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant) Number of applications for review Applications by access applicants 0 Applications by persons to whom information the subject of access 0 application relates (see section 54 of the Act)

300 Appendixes

Appendix 13: Industrial relations policies and practices

In 2013–14, there were no new industrial relations policies or practices implemented at a Department level. In 2013–14, Workplace Relations provided strategic advice and support to implement business delivery improvements and provided ongoing consultation and communication to staff and their industrial representatives on Department and Public Sector reforms.

301 Appendixes

Appendix 14: Insurance activities

Major insurance risks for the Department are the security of its staff, property and other assets, as well as the risk of work-related injuries, which may result in workers’ compensation insurance claims. Accordingly, the Department has full workers’ compensation, motor vehicle accident, property, liability and miscellaneous insurance cover provided by the Treasury Managed Fund (TMF). The TMF is a government-wide self-insurance scheme that provides a systematic and coordinated approach to the practice of risk management. Under this scheme, benchmarking was introduced to gauge risk management performance with insurance premiums determined by a combination of benchmarks and the Department’s claims experience. A comprehensive insurance program covers workers’ compensation, public liability, motor vehicle, property and miscellaneous liability. QBE Insurance manages the Department’s workers’ compensation insurance and GIO General Ltd manages the Department’s other insurances. To reduce the number and value of workers’ compensation insurance claims, the Department monitors its claims experience on an ongoing basis, with a focus on occupational health and safety and claims management. Risk management policies and procedures are also continually being reviewed, with the aim of enhancing the Department’s risk management profile, thereby reducing future premiums. Motor vehicle accident claims

Year No of Frequency of accidents Total costs of Average cost accidents per 100 vehicles accidents 2009–10 444 69 $1,322,998 $2,980 2010–11 400 74 $1,154,697 $2,887 2011–12 376 61 $1,109,389 $2,951 2012–13 344 67 $1,040,823 $3,026 2013–14 372 91 $848,405 $2,281

Public liability claims The estimated outstanding value of potential claims against the current public liability policy (subject to Treasury Managed Fund actuarial assessment) is $3,717,198. Property claims

Year No. of claims Total costs of accidents Average cost 2009–10 80 $1,211,989 $15,150 2010–11 71 $2,353,265 $33,145 2011–12 91 $1,393,370 $15,312 2012–13 127 $1,861,659 $14,659 2013–14 98 $1,039,592 $10,608

302 Appendixes

Miscellaneous claims

Year No. of claims Total costs of accidents Average cost 2009–10 6 $283,776 $47,296 2010–11 8 $114,169 $14,271 2011–12 9 $100,851 $11,206 2012–13 7 $37,942 $5,420 2013–14 12 $13,847 $1,154

Note: Juvenile Justice has no miscellaneous claims for the above financial years

303 Appendixes

Appendix 15: Intensive Correction Order Management Committee

The Intensive Correction Order Management Committee (ICOMC) was formed to oversee the administration and governance of Intensive Correction Orders (ICO) and to promote consistency and fairness in the operational application of ICOs. The ICOMC was established under section 92 of the Crimes (Administration of Sentences) Act 1999. The Commissioner of Corrective Services is required to establish an ICOMC to oversee the administration of ICOs, pursuant to Schedule 3 of the Crimes (Administration of Sentences) Act 1999. On 3 July 2013, the Commissioner revoked the original membership of the ICOMC and appointed new official members to reflect the revised position titles created under the new structure of CSNSW. Chairperson: Assistant Commissioner, Community Corrections (up until 31 July 2013) Chairperson: Director Operations, Community Corrections (effective 1 August 2014) Deputy Chair: General Manager, Operational Performance Review Branch Alternate Chair: Director, Statewide Administration of Sentences and Orders Member: Executive Director, Offender Management and Policy On 3 July 2013, a list of Deputies of appointed members of the ICOMC was also established. The Terms of Reference for the ICOMC were updated to reflect these changes.

Purpose of the ICO Management Committee The ICOMC was formed to: • ensure that sanctions imposed by CSNSW relating to ICOs are applied consistently and fairly across NSW • ensure that matters are referred to the State Parole Authority (SPA) for either variation, revocation, or suspension of an ICO, as a last resort • oversee the administration and governance of ICOs in NSW. In particular, the ICOMC aims to promote consistency in matters referred to the SPA.

Functions of the ICO Management Committee The ICOMC has the following functions: • to provide advice and make recommendations to the Commissioner in relation to the case management of offenders who are subject to ICOs • such other functions with respect to offenders subject to ICOs, as the Commissioner may direct from time to time, and • such other functions as may be conferred on the ICOMC by or under the Crimes (Administration of Sentences) Act 1999. It should be noted that the Commissioner is not bound by a recommendation of the ICOMC.

304 Appendixes

Significant changes to Community Corrections Policy • In 2013–14, the administration of ICOs by Community Corrections saw the management of ICOs conducted from 60 locations across NSW, following the consolidation of the new Community Corrections structure. This significantly reduces any geographical restrictions that may have prevented the availability of the ICO as a sentencing option under the previous structure. • Effective as of 5 August 2013, the community service work component of the ICO has been managed by the Community Service Order Team within each of the 60 Community Corrections Offices across NSW. • Effective as of 2 December 2013, all breach reports have been referred directly to the State Parole Authority (SPA), rather than via the ICOMC. This change was introduced in consultation with the SPA, supported by the Commissioner, with a review and evaluation process taking place three months after commencement. This change was implemented because the direct referral of community sentence breach reports to the SPA is Community Corrections regular practice with respect to other community-based sentences, it ensures consistency in the administration of all breaches, and it avoids any delay in placing breach reports before the appropriate sentencing authority. • Effective as of 2 December 2013, all requests for overseas travel have been referred directly to the SPA rather than via the ICOMC. • Effective as of 2 December 2013, exemptions from the compulsory work component are now submitted to the relevant Community Corrections Director and not the ICOMC. • As a result of these policy changes, the ICOMC focused on more complex matters and advice to Community Corrections and the SPA as required. Therefore, fewer matters were brought before the ICOMC in the second half of 2013–14.

Statistics In 2013–14, 15 ICOMC meetings were scheduled, with 10 matters considered out of session. The total number of cases* considered by ICOMC was 418.

Community Corrections Division (CCD) Number Previous year 2013–14 2012–13 CCD reports referred to ICOMC 418 728

* Note: The ICOMC may consider the same individual on more than one occasion and each consideration has been identified as a case. Each case considered by the ICOMC has been counted separately. A case may have more than one outcome and each outcome has been counted separately.

305 Appendixes

ICOMC meetings Number Previous year 2013–14 2012–13 • Revocation recommendation to SPA 154 223 • ICOMC letter of warning issued 50 62 • Stood over 62 161 • No further action 57 99 • Referred to CCD for local management action e.g. Director’s letter of warning 15 65 • Overseas travel 10 13 • Request to Extend Order 19 0 Submissions to Commissioner – Exemption from Compulsory Work Component 79 112 In 2013–14, the SPA revoked 132 of the 154 matters referred and recommended for revocation.

306 Appendixes

Appendix 16: Internal audit and risk assessment

I, Andrew Cappie-Wood, am of the opinion that the Department of Police and Justice has internal audit and risk management processes in operation that are, in all material respects, compliant with the core requirements set out in Treasury Circular NSW TC 09/08 Internal Audit and Risk Management Policy. I, Andrew Cappie-Wood, am of the opinion that the Audit and Risk Committee for Department of Police and Justice is constituted and operates in accordance with the independence and governance requirements of Treasury Circular NSW TC 09/08. The Chair and Members of the Audit and Risk Committee are: • Independent Chair, Brian Suttor, May 2013 – May 2017 • Independent Member 1, Paul Crombie, May 2013 – May 2017 • Independent Member 2, Ian Neale, May 2013 – May 2016 • Independent Member 3, Joan Wilcox, May 2013 – May 2017 • Independent Member 4, Arthur Butler, May 2013 – May 2016 The members of the Audit and Risk subcommittees are: Corrective Services NSW: • Independent Chair, Paul Crombie, May 2013 – May 2017 • Independent Member 1, Ian Neale, May 2013 – May 2016 • Non-independent Member, James Koulouris, January 2013 – May 2016 Juvenile Justice NSW: • Independent Chair, Joan Wilcox, May 2013 – May 2017 • Independent Member, Arthur Butler, May 2013 – May 2016 • Non-independent Member, Kevin Harris, July 2013 – July 2015 As required by the policy, I have submitted an Attestation Statement outlining compliance with the policy to the Treasury on behalf of the Treasurer.

Andrew Cappie-Wood Secretary

ADDENDUM: Required Statutory Information In accordance with the Annual Reports (Departments) Act 1985, the Department is required to include information raised by the Auditor-General as a significant issue. The Auditor-General’s Statutory Audit Report for the year ended 30 June 2014 noted irregularities that are the subject of ongoing internal and external reviews. The Auditor-General noted that he is satisfied that these matters were not material to the Department’sfinancial statements.

307 Appendixes

Appendix 17: Land disposal

The Department of Police and Justice owns or operates a range of property assets including heritage courthouses, correctional facilities, shop fronts, office fit-outs and call centres. During the reporting period 2013–14, there were no property disposals valued over $5 million. Documents relating to the disposal of Department property can be obtained under the Government Information Public Access Act 2009.

308 Appendixes

Appendix 18: Legislation and legal change

Legislation allocated to the Attorney General Administrative Decisions Review Act 1997 Civil Liability Act 2002 No 22 No 76 Civil Procedure Act 2005 No 28 Anglican Church of Australia (Bodies Corporate) Classification (Publications, Films and Act 1938 No 15 Computer Games) Enforcement Act 1995 Animals Act 1977 No 25 No 63 Anti-Discrimination Act 1977 No 48 Commercial Arbitration Act 2010 No 61 Antiochian Orthodox Church Property Trust Common Carriers Act 1902 No 48 Act 1993 No 20 Commonwealth Bank (Interpretation) Act 1953 Application of Laws (Coastal Sea) Act 1980 No 29 No 146 Commonwealth Places (Administration of Laws) Australian Mutual Provident Society Act 1988 Act 1970 No 80 No 47 Commonwealth Powers (De Facto Australian Mutual Provident Society Relationships) Act 2003 No 49 (Demutualisation and Reconstruction) Act 1997 Commonwealth Powers (Family Law—Children) No 56 Act 1986 No 182 Bail Act 1978 No 161 Community Justice Centres Act 1983 No 127 Bail Act 2013 No 26 Community Protection Act 1994 No 77 Benevolent Society (Reconstitution) Act 1998 Compensation Court Repeal Act 2002 No 23 No 153 Compensation to Relatives Act 1897 No 31 Births, Deaths and Marriages Registration Act 1995 No 62 Confiscation of Proceeds of Crime Act 1989 No 90 Charitable Trusts Act 1993 No 10 Constitutional Powers (Coastal Waters) Child Protection (Offenders Prohibition Orders) Act 1979 No 138 Act 2004 No 46, jointly with the Minister for Police and Emergency Services Co-operative Schemes (Administrative Actions) Act 2001 No 45 Children (Criminal Proceedings) Act 1987 No 55 Coptic Orthodox Church (NSW) Property Trust Children (Protection and Parental Responsibility) Act 1990 No 67 Act 1997 No 78 Coroners Act 2009 No 41 Children’s Court Act 1987 No 53 Corporations (Administrative Actions) Act 2001 Choice of Law (Limitation Periods) Act 1993 No 33 No 94 Corporations (Ancillary Provisions) Act 2001 Christian Israelite Church Property Trust No 32 Act 2007 No 41 Corporations (Commonwealth Powers) Churches of Christ in New South Wales Act 2001 No 1 Incorporation Act 1947 No 2 Corporations (New South Wales) Act 1990 Churches of Christ, Scientist, Incorporation No 83 Act 1962 No 21 Costs in Criminal Cases Act 1967 No 13 Civil and Administrative Tribunal Act 2013 No 2

309 Appendixes

Council of Law Reporting Act 1969 No 59 Electronic Transactions Act 2000 No 8 Court Information Act 2010 No 24 Employees Liability Act 1991 No 4 Court Security Act 2005 No 1 Evidence Act 1995 No 25 Court Suppression and Non-publication Orders Evidence (Audio and Audio Visual Links) Act 2010 No 106 Act 1998 No 105 Crimes Act 1900 No 40 Evidence on Commission Act 1995 No 26 Crimes (Administration of Sentences) Act 1999 Factors (Mercantile Agents) Act 1923 No 2 No 93, section 183 (2) (a) (remainder, the Federal Courts (State Jurisdiction) Act 1999 Minister for Justice) No 22 Crimes (Appeal and Review) Act 2001 No 120 Felons (Civil Proceedings) Act 1981 No 84 Crimes at Sea Act 1998 No 173 Financial Transaction Reports Act 1992 No 99 Crimes (Criminal Organisations Control) Fines Act 1996 No 99, Part 2, Divisions 1 and Act 2012 No 9 2, section 13, section 120 (in so far as it relates Crimes (Domestic and Personal Violence) to registrars of the courts and the Sheriff) and Act 2007 No 80 section 123 (remainder, the Minister for Finance Crimes (Forensic Procedures) Act 2000 No 59 and Services) Crimes Prevention Act 1916 No 80 Forfeiture Act 1995 No 65 Crimes (Sentencing Procedure) Act 1999 No 92 Frustrated Contracts Act 1978 No 105 Crimes (High Risk Offenders) Act 2006 No 7 Government Information (Information Commissioner) Act 2009 No 53 Criminal Appeal Act 1912 No 16 Government Information (Public Access) Criminal Procedure Act 1986 No 209 Act 2009 No 52 Criminal Records Act 1991 No 8 GraffitiControl Act 2008 No 100 (except Part 4, Crown Advocate Act 1979 No 59 jointly with the Minister for Local Government) Crown Proceedings Act 1988 No 70 Greek Orthodox Archdiocese of Australia Consolidated Trust Act 1994 No 65 Crown Prosecutors Act 1986 No 208 Guardianship Act 1987 No 257 Defamation Act 2005 No 77 Guardianship of Infants Act 1916 No 41 Director of Public Prosecutions Act 1986 No 207 Habitual Criminals Act 1957 No 19 Discharged Servicemen’s Badges Act 1964 Health Practitioner Regulation (Adoption of No 49 National Law) Act 2009 No 86, section 4 in so far as it applies section 165B of the District Court Act 1973 No 9 Health Practitioner Regulation National Law Domicile Act 1979 No 118 (NSW) as a law of New South Wales, and the Health Practitioner Regulation National Law Dormant Funds Act 1942 No 25 (NSW), section 165B (remainder, the Minister Drug Court Act 1998 No 150 for Health) Drug Misuse and Trafficking Act 1985 No 226 Holy Apostolic Catholic Assyrian Church of the (except part, the Minister for Police and East Property Trust Act 1992 No 10 Emergency Services, and part, the Minister Hunters Hill Congregational Church Property for Health) Trust Act 2013 No 67 Dust Diseases Tribunal Act 1989 No 63

310 Appendixes

Imperial Acts Application Act 1969 No 30 Law Reform (Miscellaneous Provisions) Inclosed Lands Protection Act 1901 No 33 Act 1946 No 33 Industrial Relations Act 1996 No 17, sections Law Reform (Miscellaneous Provisions) 147, 148 (except in relation to the appointment Act 1965 No 32 of Commissioners), 149, 150, 151, 152, Law Reform (Vicarious Liability) Act 1983 No 38 153, 154, 156 (3), 157 (3), 159 (2), 164 Legal Aid Commission Act 1979 No 78 (2), 168, 180, 185 (2) (d) and (e), 196, 197, 207, 208, 381, 382, 383, 407 (in relation Legal Profession Act 2004 No 112 to provisions administered by the Attorney Lie Detectors Act 1983 No 62 General), Schedule 2 (in relation to provisions administered by the Attorney General), Limitation Act 1969 No 31 and Schedule 4 (in relation to provisions Local Court Act 2007 No 93 administered by the Attorney General) Lutheran Church of Australia (New South Wales (remainder, the Minister for Industrial Relations) District) Property Trust Act 1982 No 101 Infants’ Custody and Settlements Act 1899 Marketable Securities Act 1970 No 72 No 39 Married Persons (Equality of Status) Act 1996 Insurance Act 1902 No 49 No 96 Insurance (Application of Laws) Act 1986 No 13 Mental Health (Forensic Provisions) Act 1990 James Hardie (Civil Liability) Act 2005 No 106 No 10 (except Part 5, jointly the Minister for James Hardie (Civil Penalty Compensation Health and the Minister for Mental Health) Release) Act 2005 No 107 Methodist Church of Samoa in Australia James Hardie Former Subsidiaries (Winding up Property Trust Act 1998 No 96 and Administration) Act 2005 No 105 Mining Act 1992 No 29, section 293 (remainder, Judges’ Pensions Act 1953 No 41 the Minister for Resources and Energy) Judicial Office (Papua New Guinea) Act 1979 Minors (Property and Contracts) Act 1970 No 177 No 60 Judicial Officers Act 1986 No 100 Moratorium Act 1932 No 57 Jurisdiction of Courts (Cross-vesting) Act 1987 Native Title (New South Wales) Act 1994 No 45 No 125 NSW Trustee and Guardian Act 2009 No 49 Jurisdiction of Courts (Foreign Land) Act 1989 Oaths Act 1900 No 20 No 190 Parliamentary Papers (Supplementary Jury Act 1977 No 18 Provisions) Act 1975 No 49 Justices of the Peace Act 2002 No 27 Partnership Act 1892 55 Vic No 12 (except, Land and Environment Court Act 1979 No 204 in so far as it relates to the functions of the Registrar of the register of limited partnerships Law and Justice Foundation Act 2000 No 97 and incorporated limited partnerships and to Law Enforcement (Powers and Responsibilities) the setting of fees to be charged for maintaining Act 2002 No 103 that register, jointly with the Minister for Finance and Services and the Minister for Fair Trading) Law Reform Commission Act 1967 No 39 Personal Property Securities (Commonwealth Law Reform (Law and Equity) Act 1972 No 28 Powers) Act 2009 No 35 (except Division Law Reform (Miscellaneous Provisions) 2 of Part 2 of Schedule 1 and clause 24 of Act 1944 No 28 Schedule 1, jointly with the Minister for Finance and Services and the Minister for Fair Trading)

311 Appendixes

Piracy Punishment Act 1902 No 69 Solicitor General Act 1969 No 80 Police (Special Provisions) Act 1901 No 5 Standard Time Act 1987 No 149 (except part, the Minister for Police and Status of Children Act 1996 No 76 Emergency Services) Stewards’ Foundation of Christian Brethren Presbyterian Church of Australia Act 1971 Act 1989 No 172 No 42 Succession Act 2006 No 80 Pre-Trial Diversion of Offenders Act 1985 No 153 Suitors’ Fund Act 1951 No 3 Printing and Newspapers Act 1973 No 46 Summary Offences Act 1988 No 25 Privacy and Personal Information Protection Sunday (Service of Process) Act 1984 No 45 Act 1998 No 133 Supreme Court Act 1970 No 52 Probate and Administration Act 1898 No 13 Surrogacy Act 2010 No 102 Professional Standards Act 1994 No 81 Surveillance Devices Act 2007 No 64 Property (Relationships) Act 1984 No 147 Telecommunications (Interception and Access) Public Defenders Act 1995 No 28 (New South Wales) Act 1987 No 290 Public Notaries Act 1997 No 98 Terrorism (Commonwealth Powers) Act 2002 No 114 Recovery of Imposts Act 1963 No 21 Terrorism (Police Powers) Act 2002 No 115 Relationships Register Act 2010 No 19 Trees (Disputes Between Neighbours) Act 2006 Reorganised Church of Jesus Christ of Latter No 126 Day Saints Trust Property Act 1959 No 13 Trustee Act 1925 No 14 Restraints of Trade Act 1976 No 67 Trustee Companies Act 1964 No 6 Restricted Premises Act 1943 No 6 Unauthorised Documents Act 1922 No 6 Roman Catholic Church Communities’ Lands Act 1942 No 23 Uncollected Goods Act 1995 No 68 Roman Catholic Church Trust Property Uniting Church in Australia Act 1977 No 47 Act 1936 No 24 Vexatious Proceedings Act 2008 No 80 Royal Blind Society (Merger) Act 2005 No 87 Victims Rights and Support Act 2013 No 37 Royal Institute for Deaf and Blind Children Westpac Banking Corporation (Transfer of Act 1998 No 6 Incorporation) Act 2000 No 71 Russian Orthodox Church (NSW) Property Trust Witnesses Examination Act 1900 No 34 Act 1991 No 91 Workplace Injury Management and Workers Sale of Goods Act 1923 No 1 Compensation Act 1998 No 86, sections 368, Sale of Goods (Vienna Convention) Act 1986 369 and 373 and Schedule 5 (remainder, the No 119 Minister for Finance and Services) Scout Association of Australia (New South Workplace Surveillance Act 2005 No 47 Wales Branch) Incorporation Act 1928 No 26 Young Offenders Act 1997 No 54 (except parts, Sea-Carriage Documents Act 1997 No 92 the Minister for Justice) Sheriff Act 2005 No 6

312 Appendixes

Legislation allocated to the Minister for Justice

Child Welfare (Commonwealth Agreement Crimes (Interstate Transfer of Community Ratification) Act 1941 No 11 Based Sentences) Act 2004 No 72 Child Welfare (Commonwealth Agreement Inspector of Custodial Services Act 2012 No 55 Ratification) Act 1962 No 28 International Transfer of Prisoners (New South Children (Community Service Orders) Act 1987 Wales) Act 1997 No 144 No 56 Parole Orders (Transfer) Act 1983 No 190 Children (Detention Centres) Act 1987 No 57 Prisoners (Interstate Transfer) Act 1982 No 104 Children (Interstate Transfer of Offenders) Young Offenders Act 1997 No 54, sections Act 1988 No 85 49, 60 and 61, and Schedule 1 (remainder, the Crimes (Administration of Sentences) Act 1999 Attorney General) No 93 (except part, the Attorney General)

Changes in Acts and subordinate legislation in the Attorney General and Justice portfolios Acts

Adoption Legislation Amendment (Overseas Law Enforcement (Powers and Responsibilities) Adoption) Act 2013 Amendment (Arrest Without Warrant) Act 2013 Child Protection Legislation Amendment Mental Health (Forensic Provisions) Amendment (Offenders Regulation and Prohibition Orders) Act 2013 Act 2013 Surveillance Devices Amendment (Mutual Civil and Administrative Legislation (Repeal and Recognition) Act 2013 Amendment) Act 2013 Bail (Consequential Amendments) Act 2014 Civil and Administrative Tribunal Amendment Courts and Other Legislation Amendment Act 2013 Act 2014 Crimes and Courts Legislation Amendment Crimes (Administration of Sentences) Act 2013 Amendment Act 2014 Crimes Amendment (Terrorism) Act 2013 Crimes Amendment (Female Genital Mutilation) Crimes (Domestic and Personal Violence) Act 2014 Amendment Act 2013 Crimes Amendment (Provocation) Act 2014 Crimes Legislation Amendment Act 2013 Crimes Amendment (Strangulation) Act 2014 Crimes (Sentencing Procedure) Amendment Crimes and Other Legislation Amendment (Standard Non-parole Periods) Act 2013 (Assault and Intoxication) Act 2014 Drugs and Poisons Legislation Amendment Crimes (Domestic and Personal Violence) (New Psychoactive and Other Substances) Amendment (Information Sharing)Act 2014 Act 2013 Crimes (Sentencing Procedure) Amendment GraffitiControl Amendment Act 2013 (Family Member Victim ImpAct Statement) Hunters Hill Congregational Church Act 2014 Amendment Act 2013 Drug Court Legislation Amendment Act 2014 Industrial Relations Amendment (Industrial GraffitiControl Amendment Act 2014 Court) Act 2013

313 Appendixes

Law Enforcement (Powers and Responsibilities) Trees (Disputes Between Neighbours) Amendment Act 2014 Regulation 2014 Legal Profession Uniform Law Application Privacy and Personal Information Protection Act 2014 Amendment (Inspector of Custodial Services) Regulation 2014 Regulations Child Protection (Offenders Prohibition Orders) Bail Amendment Regulation 2014 Regulation 2013 Justices of the Peace Amendment (Code of Dust Diseases Tribunal Regulation 2013 Conduct) Regulation 2014 Inclosed Lands Protection Regulation 2013 Surveillances Devices Regulation 2014 Status of Children Regulation 2013 Bail Amendment (Interstate Arrangements) Regulation 2014 Victims Rights and Support Amendment (Transitional Provisions) Regulation 2013 Crimes (Criminal Organisations Control) Regulation 2014 Drug Misuse and Trafficking Amendment (Prohibited Substances) Regulation 2013 Crimes (Domestic and Personal Violence) Regulation 2014 Children (Detention Centres) Amendment (Search Powers) Regulation 2013 Bail Amendment (Juvenile Justice) Regulation 2014 Civil and Administrative Tribunal Regulation 2013 Civil and Administrative Tribunal Amendment (Fees) Regulation 2014 Criminal Procedure Amendment (Court Fees Payable by Government Agencies) Regulation Civil Liability Regulation 2014 2013 Civil Procedure Amendment (Fees) Regulation Evidence (Audio and Audio Visual Links) 2014 Amendment (Bail Matters) Regulation 2013 Jury Amendment (Jury Service Allowances) Bail Regulation 2014 Regulation 2014 Civil Procedure Amendment (Online Probate Notice Services Fees) Regulation 2014

314 Appendixes

Appendix 19: Major works in progress

Information and Communication Technology Justice Infrastructure Renewal Program In 2013–14 the Information and Communication Technology (ICT) Justice Infrastructure Renewal Program (JIRP) was completed. This $11 million two-year project commenced in 2012–13 to address long-standing critical ICT infrastructure risks within the key areas of the Department. Expenditure for JIRP was $5.23 million in 2013–14. Five hundred thousand dollars will carry over into 2014–15. Deliverables included the replacement of aging systems, server and network infrastructure at risk of failure, upgrade of the desktop environment to Windows 7/Office 2010 and establishing the Department’s shared intranet platform. Asset Management Services Project Estimated Cost up to Expected Cost overrruns total cost 30 June 2014 completion ($ million) ($ million) date Wagga Wagga Courthouse 19.5 1.434 Jun 2016 Completion date revised redevelopment from Jun 2015. Estimated total cost (ETC) increased from $15.168m due to additional client requirements incorporated into a revised design. Coffs Harbour Justice Precinct 51.166 22.945 Feb 2015 Nil Wollongong Courthouse 17.5 1.325 Mar 2016 Completion date revised upgrade from Aug 2015. ETC increased from $15m due to additional client requirements incorporated into a revised design. John Maddison Tower 27.423 20.217 Jun 2015 Nil (Downing Centre) Refurbishment Armidale 15.364 16.592 Dec 2013 Cost overrun due to the voluntary liquidation of the head contractor in early 2013. Newcastle Justice Precinct 89.685 37.8 Jun 2015 Completion date revised from Nov 2014 due to construction delays arising from ground conditions, namely mine subsidence and soil contamination issues. No impact on ETC. Hornsby Courthouse Upgrade 1.822 0.494 Dec 2014 Nil Court Upgrade Program 183.519 160.258 Jun 2015 Nil

315 Appendixes

Project Estimated Cost up to Expected Cost overrruns total cost 30 June 2014 completion ($ million) ($ million) date Intensive Learning Centres 5.0 4.278 Jun 2014 Nil Inmate Escort Vehicles 9.23 8.787 Jun 2014 Nil Cobham Juvenile Justice 41.898 41.548 Dec 2014 ETC increased from Centre Upgrade $40.255 in 2013–14 due to a combination of inclement weather delays and additional client requirements. Completion date extended from Jun 2014. Redevelopment of Riverina 29.323 30.092 Jun 2014 Minor cost overrun primarily Juvenile Justice Centre due to inclement weather delays. Completion date extended from Dec 2013.

Courts and Tribunal Services

Project Estimated Cost up to Expected Cost overruns total cost 30 June 2014 completion ($ million) ($ million) date Joined up Justice / Police 9.0 9.0 Jun 2014 Nil

Jury Management System 4.2 4.2 Jun 2014 Nil Electronic Indictments Project 3.45 1.15 Mar 2015 Nil Bail Reform Act 5.625 5.625 Jun 2014 Nil

316 Appendixes

Appendix 20: Multicultural Policies and Services Program

This year, the Department of Police and Justice continued working in partnership with culturally diverse communities to implement its Culturally Diverse Communities Access Plan. A new Multicultural Plan for the Department is currently in development and will be released in the next financial year. Highlights of the Department’s work with culturally diverse communities, and in line with the outcomes of the Community Relations Commission Multicultural Planning Framework are outlined below.

Outcomes Key achievements Activity area A: Planning and evaluation Outcome 1 • A number of business centres have incorporated the Principles of Planning Multiculturalism into their business planning process. Multicultural policy goals are integrated • The LawAccess NSW Business Plan includes business initiatives, into the overall corporate and business targets and milestones focusing on the Culturally Diverse planning, as well as the review Communities Access Plan. mechanisms of the agency. • Victims Services has conducted a review of available internal Victims Services data on culturally and linguistically diverse (CALD) clients to assist in building a profile of the characteristics and needs of CALD victims of crime. • The Land and Environment Court has incorporated Multicultural Policies and Services Program (MPSP) policies into its business plan and reports on its achievements. • The Diversity Services unit submits reports to the Community Relations Commission on an annual basis. Diversity Services also conducts regular reviews of CALD communities who are in contact with the Justice system, to provide a strong evidence base for its community engagement program. Outcome 2 • The Diversity Services unit has a structured an ongoing Consultation and feedback consultation process with African, Iraqi and Pacific communities. Policy development and service delivery Consultation with other CALD communities occurs throughout is informed by agency expertise and the year. client feedback and complaints, and • LawAccess NSW works with CALD communities to ensure participation on advisory committees that services and policies are appropriate. The Community and consultations. Relations Commission’s Multicultural Coordinators Forum and the Centrelink Multicultural Advisory Forum are regularly attended. LawAccess also provides regular training to specialist CALD workers in government organisations, such as the Department of Immigration and Citizenship’s Settlement Grants Officers, Department of Family and Community Services’ Multicultural Caseworkers, Centrelink’s Multicultural Service Officers and community organisations, such as Settlement Services International’s Caseworkers. • The NSW Law Reform Commission and the Sentencing Council consult with peak bodies representing culturally diverse communities in the development of proposals for law reform. In its Parole Reference, a number of round tables were held with bodies representing culturally diverse communities.

317 Appendixes

Outcomes Key achievements Activity Area B: Capacity Building and Resourcing Outcome 3 • The Diversity Services unit has responsibility for multicultural Leadership planning across the Department, and provides regular reports CEO and senior management actively to the Executive on progress against the Culturally Diverse promote and are accountable for the Communities Access Plan. implementation of the Principles of • Cultural diversity objectives and strategies are reflected in Multiculturalism within the agency and all performance agreements and in the LawAccess NSW wider community. business plan. • Staff from business centres across the Department participated in Harmony Day events and Respect Day, a Department initiated annual event that provides staff with the opportunity to reflect on the importance of respect and dignity in the workplace. Outcome 4 • The Department runs a number of training courses that aim Human Resources to educate and promote cultural awareness in the workplace. The capacity of the agency is enhanced Cultural diversity and competency are embedded in a range by the employment of people with of development programs, from induction to leadership linguistic and cultural expertise and development. we pride ourselves in the capacity • The former Attorney General’s Division employs a significant of our employees from culturally number of CALD staff, particularly in Sydney where the majority diverse communities and the cultural of CALD clients are located. The Division has 19.27 per cent of competencies of all staff. staff who voluntarily reported that they are from a non-English speaking background. • In 2013–14 the former Attorney General’s Division had 146 staff in receipt of the Community Language Allowance Scheme (CLAS), representing 32 different languages. Corrective Services NSW (CSNSW) had 69 recipients of the CLAS. CSNSW continued to provide on the spot and simple language services to offenders in 36 languages. • Staff from multicultural communities are encouraged to participate in a range of development programs. The former Attorney General’s Division supports the Cultural Diversity Staff Network. Network members are also representatives of the Equity and Diversity Alliance which oversees the development and implementation of the Equal Employment Opportunity Management Plan and equity and diversity strategies generally. The network members also have the opportunity to provide input into Human Resources’ policies and practices. • The Respect Program provides a framework of teamwork activities that promote respect for diversity and encourage diversity in teamwork and staff input. • The former Attorney General’s Division encourages CALD staff to be involved in a range of career development activities. Specific development activities, including targeted mentoring and training for CALD staff, have been provided through the staff Cultural Diversity Network. A range of relevant training programs are available to CALD staff.

318 Appendixes

Outcomes Key achievements • Corrective Services conducted an online survey to identify the cultural and linguistic composition of its staff. Responses received from 995 of 6,860 staff (14.5 per cent) identified 191 (19.2 per cent) respondents to be fluent in a second language. • Brush Farm Corrective Services Academy (BFCSA) offers cultural awareness training to increase staff capacity to manage people from cultural, linguistic and religious diverse backgrounds. In 2013–14, a Cultural Inclusiveness Training course was held at Queanbeyan Community Corrections. • A total of 127 new officers attended the Cultural Awareness component of the Community Corrections Certificate 1 Primary Training. • A religious awareness training course, Understanding of Islam and Muslims, was held at BFCSA and attended by 29 staff. Activity Area C: Programs and services Outcome 5 • A number of business centres across the Department Access and equity provide translation services to assist clients from non-English Barriers to the accessibility of services backgrounds better access information and services. for people from culturally, linguistically and religiously diverse backgrounds are • The Diversity Services unit conducts a wide-ranging community identified, and programs and services engagement program, focusing on African, Iraqi and Pacific are developed to address them. communities. This program includes delivering workshops, training, information sessions and attendance at community events to inform CALD communities about the work of the Department. • The Anti-Discrimination Board promotes its services through a number of community events. • The Community Relations Unit delivered six community information sessions to representatives of Arabic-speaking and other communities. The sessions explained the role and functions of a Justice of the Peace (JP) in NSW and how to apply to become a JP. • The Legal Profession Admission Board provides assistance to overseas trained lawyers in having their qualifications assessed for the purpose of admission to the legal profession in NSW. • Corrective Services provides translator services for inmates. The Translating and Interpreter Service, Community Relations Commission and Ethnic Interpreters and Translators and Sign Language Communications NSW are the main providers of language services to Corrective Services. Outcome 6 • A number of business centres across the Department provide Communication information and promote their services to CALD communities A range of communication formats and using translated resources. channels are used to inform people from culturally and linguistically diverse • The Diversity Services unit participated in numerous CALD backgrounds about agency programs, community events and festivals to promote the work of the services and activities. Department and distribute information about Department services in community languages. Diversity Services continues to distribute The Law and You DVD, a resource with legal information for African communities in NSW.

319 Appendixes

Outcomes Key achievements • The Communications Unit coordinated the Department’s participation in the Western Sydney Multicultural Services Expo in Parramatta. Now in its fourth year, the Expo aims to provide people from new and emerging communities with information about local services to assist with their settlement in Australia. The annual event is coordinated by the Community Migrant Resource Centre, a community based non-profit organisation working with migrants and refugees in western Sydney. • LawAccess NSW continues to participate in CALD community events to raise awareness of the service and to identify the issues facing those communities in order to better address their needs. Events attended include the Culturally Diverse Carers Expo, Auburn Welcomes You and the Rockdale Migrant Information Day. LawAccess also continues to work with CALD communities through outreach visits that focus on people with disability, their families and carers from a CALD background. Outcome 7 • The Diversity Services unit continues to work with leaders and Social and economic development elders in its community engagement program to enhance their Programs and services are in place to skills and capabilities in engaging with the Justice Sector. develop and use the skills of a culturally diverse population for the social and • The Anti-Discrimination Board regularly delivers community economic benefit of the State. education sessions to CALD communities to provide key information on discrimination issues. In 2014–15, the Department will pursue the following strategies for engaging with culturally diverse communities: • finalise the Department’s new multicultural plan and commence implementation • review the cultural, religious and linguistic background of the NSW population and priority groups and to identify communities who are in contact with the NSW Justice Sector • focus on engaging with culturally diverse communities in regional NSW • continue to host workshops and information sessions for culturally diverse communities • develop a new framework for engaging with culturally diverse communities.

320 Appendixes

Appendix 21: Occupational health and safety

Delivering services to the community in the safest way possible remains the highest priority for the Department of Police and Justice. In line with this corporate objective, the Department is committed to providing a safe and healthy work environment and supporting staff who have been injured while at work. During 2013–14, all Divisions of the Department continued working together to address the requirements of the Work Health and Safety Act 2011 with a view to developing and implementing standard Work Health and Safety (WHS) Management System practices across the Department. Key achievements over the 2013–14 reporting year include:

Work Health and Safety Management System Framework The Department continued implementation of the principles contained within the Work Health and Safety Management System framework. The framework aims to minimise and continually reduce the incidence of occupational injuries and illnesses and to integrate safe working practices into all areas of the Department.

Contractor Management Framework During the reporting year, Juvenile Justice implemented a Contractor Management Framework to manage risks associated with contractors who perform work for Juvenile Justice. This includes specific contractor management training and ‘high risk work’ training for Juvenile Justice staff responsible for administering the framework.

Audiometric testing In order to reduce exposure to hazardous noise, an audiometric baseline testing program commenced in February 2014 in Corrective Services to test all workers required to wear hearing protection. Inmates who have more than two years left on their sentence, working in Corrective Services environments are deemed workers under the WHS Act and tested as well. The test results reflect that the noise protection strategies currently in place are effective with no remedial action required in any of the workplaces.

Transition to a smoke free environment In 2013–14, the Safety and Staff Support team developed the proposal to transition Corrective Services towards a completely smoke free correctional environment. This initiative has been successfully implemented in New Zealand, the Northern Territory and Queensland. Most correctional jurisdictions in Australia will be implementing this strategy in 2014–15.

Employee Assistance Program A new Employee Assistance Program (EAP) contract commenced on 1 April 2014. The new EAP contract provides staff with access to a broad range of products and services including a 24-hour telephone counselling service, face-to-face counselling, group counselling, manager assistance and critical incident counselling and support. The program promotes an early intervention approach to assist individuals to resolve a broad range of work or personal issues before they impact adversely or contribute to deterioration in health and wellbeing.

321 Appendixes

Healthy Workforce Program Corrective Services Safety and Staff Support Unit made 1,939 contacts with staff to offer support and information about services available post various events including staff assaults, use of force and death in custody/community. The Unit also coordinated support services for 13 critical incidents for which on site psychological services were provided including death in custody, death of staff member and staff assaults.

Injury management There were 675 workers compensation claims lodged across the Department in the reporting year, down from 824 in the previous year. A target rate of 8.81 average claims per 100 employees was set for the reporting period, with the outcome of 5.61 average claims per 100 employees. The target is obtained by taking the average claim rate per 100 employees over three years 2008–09, 2009–10, 2010–11 and applying a reduction of 10 per cent. As at 30 June 2014, the Department had an average of 5.61 average claims per 100 employees, down from 6.69 average claims per 100 employees the previous year. This shows a positive trend and recognises the Department’s proactive approach to the management of WHS and injury management policies and procedures.

Average claim per 100 employees 12.00 10.00 8.00 6.00 4.00 2.00 0.00 09 10 11 12 13 14 2008 – 2009 – 2010 – 2011 – 2012 – 2013 –

Av claim per 100 employees Target

322 Appendixes

Appendix 22: Overseas visits

Officer Destination Purpose Dates of trip Deborah Bennett London Unpaid placement at the Ministry June–July 2013 Manager, Law Courts United Kingdom* of Justice, Royal Courts of Justice Library Library Anthony Hodgetts New Zealand* Investigation into riot 3 July 2013 Assistant Director Inmate Classification and Placement Paolo Buchberger New Zealand Special Committee of Solicitors 25 August 2013 Special Counsel Crown General Solicitor’s Office Deborah Bennett Barcelona International Association of Law 15–19 September 2013 Manager, Law Courts Spain* Libraries Annual Conference Library Vanessa Blackmore Barcelona International Association of Law 15–19 September 2013 Manager, Client Services Spain* Libraries Annual Conference Deborah Bennett Jersey Law via the Internet conference 26–27 September 2013 Manager, Law Courts United Kingdom* Library Elizabeth Coombs Poland 35th International Conference 22–26 September 2013 New South Wales on Data Protection and Privacy Privacy Commissioner Commissioners Peter Severin United States International Corrections and 24 October 2013 Commissioner of Prisons Association Conference Corrective Services Janet Ruecroft New Zealand Australia New Zealand 24 November 2013 General Manager Senior Officers Group Correctional Centre Masters Program Jo Quigley Philippines* Provide consultation 22 March 2014 Director, Learning on Philippines prison and Culture management project Peter Severin Norway International Corrections and 6–9 May 2014 Commissioner of Prisons Board Strategic Workshop Corrective Services Malcolm Schyvens Washington DC World Congress on Adult 30 May 2014 Division Head United States* Guardianship Guardianship Division NSW Civil and Administrative Tribunal Alexandra Sprouster Washington DC World Congress on Adult 30 May 2014 Legal Officer, Guardianship United States* Guardianship Division NSW Civil and Administrative Tribunal The Hon Justice Auckland Council of Australasian 5–6 June 2014 Robertson Wright SC New Zealand Tribunals (COAT) Annual President, NSW Civil and Tribunals Conference Administrative Tribunal

323 Appendixes

Officer Destination Purpose Dates of trip Mark Harrowell Auckland Council of Australasian 5–6 June 2014 Principal Member New Zealand Tribunals (COAT) Annual Consumer and Tribunals Conference Commercial Division NSW Civil and Administrative Tribunal Amanda Curtin Auckland Council of Australasian 5–6 June 2014 Divisional Registrar New Zealand Tribunals (COAT) Annual Guardianship Division Tribunals Conference NSW Civil and Administrative Tribunal Pauline Green Auckland Council of Australasian 5–6 June 2014 Divisional Registrar New Zealand Tribunals (COAT) Annual Administrative and Tribunals Conference Equal Opportunity Division / Occupational Division, NSW Civil and Administrative Tribunal

* Costs of these visits were met by the officers themselves or external organisations. In all other cases, costs were met by the Department.

324 Appendixes

Appendix 23: Privacy and personal information

During 2013–14, the NSW Department of Police and Justice received five requests for privacy internal reviews. Two requests were received by Juvenile Justice from the same employee and involved an allegation that correspondence from the Executive Director of Human Resources for Juvenile Justice was sent to a third party, the Public Service Association (PSA), without consent and constituted a breach of privacy under section 53 of the Privacy and Personal Information Act 1998 (PPIP Act). The Department found there was no breach of privacy as information in the correspondence related to information about an individual’s suitability for employment as a public sector official, which is within the meaning of section 4(3)(j) of the PPIP Act and therefore not classed as personal information. The Department also found that there was nothing in the material provided suggesting a breach of section 11 of the PPIP Act. The Department found that the PSA was the employee’s authorised agent and any disclosure was lawfully authorised or reasonably contemplated (within the meaning of section 25 PPlP Act) by awards made under or provisions of the Industrial Relations Act 1996. Corrective Services NSW received two applications for internal review under the PPIP Act. Both applications were closed because the applicants did not provide sufficient information to identify the conduct that was the subject of complaint. An internal review was also received relating to the actions of a clerk at a courthouse. The applicant alleges that personal information obtained by the clerk was used to gain direct benefit. This internal review will be finalised during the next reporting year. Corrective Services NSW received three requests for amendment of personal information, two of which were processed under section 15 of the PPIP Act and one was processed under clause 8 of Schedule 1 to the Health Records and Information Privacy Act 2002 (HRIP Act). Of these three requests, one request was approved and amendments were made to the relevant records, one request was refused as there was no basis for amendment, and one request was refused however a statement of the individual’s concerns was attached to the records.

325 Appendixes

Appendix 24: Public interest disclosures

Public interest disclosures Number of public officials who have made a public interest disclosure to the 10 public authority Number of public interest disclosures received by the public authority in 10 total and the number of public interest disclosures received by the public authority relating to the following: • corrupt conduct 10 • maladministration - • serious and substantial waste of public money or local government - money (as appropriate) • government information contraventions - • local government pecuniary interest contraventions - Number of public interest disclosures finalised by the public authority 3 Does the public authority have a public interest disclosure policy in place? Yes. Currently being reviewed. Action the head of the public authority has taken to ensure that his or • Training provided to new staff her staff awareness responsibilities under section 6E(1)(b) of the Act have during induction been met • Links on intranet site.

326 Appendixes

Appendix 25: Research Bureau of Crime Statistics and Research

Subject Description Understanding the relationship between crime A longitudinal analysis of population data. victimisation and mental health NSW Police recorded female persons of interest Has there been an increase in the 10 years to June 2013? NSW prison population Why is the NSW prison population growing? Long term trends in property and violent crime An update of long term trends in property and violent crime in New South Wales 1990 to 2013. Measuring recidivism Police versus court data. MERIT Program Health and wellbeing outcomes for defendants entering the Alcohol MERIT Program. Reporting violence to police A survey of victims attending domestic violence services. Prison populations Forecasting prison populations using sentencing and arrest data. Youths in custody in NSW Aspirations and strategies for the future. Property and illicit drug crime Trends in property and illicit drug crime around the Medically Supervised Injecting Centre in Kings Cross: 2012 update. The great property crime drop A regional analysis. Youth Justice Conferences Participant satisfaction with Youth Justice Conferences. The decline in robbery and theft Interstate comparisons. Assaults at licensed premises Is the decrease in assaults at licensed premises being driven by changes in staff reporting rates? Intensive Correction Orders The impact of Intensive Correction Orders on re-offending. Forum Sentencing Rates of recidivism among offenders referred to Forum Sentencing. Community Service Orders and Bonds A comparison of re-offending. CREDIT Program Does CREDIT reduce the risk of re-offending? Intensive Supervision Program (ISP) Study to determine whether young people who are referred to ISP have lower rates of re-offending than a similar group of young offenders who are supervised in the community in the usual way. In 2013–14, BOCSAR released nine statistical reports: • NSW Criminal Courts Statistics 2013 (June 2014) • NSW Recorded Crime Statistics: March 2014 Quarterly Report (June 2014) • NSW Custody Statistics Quarterly Update March 2014 (May 2014) • NSW Recorded Crime Statistics 2013 (April 2013) (and December 2013 quarterly) • NSW Custody Statistics: Quarterly Update September 2013 (December 2013) • NSW Recorded Crime Statistics September 2013 Quarterly Report (December 2013) • NSW Custody Statistics: Quarterly Update June 2013 (July 2013) • NSW Recorded Crime Statistics June 2013 Quarterly Report (September 2013) • NSW Custody Statistics: Quarterly Update March 2013 (July 2013)

327 Appendixes

Crime Prevention and Community Programs

Subject Description Victims of Crime Study undertaken by the University of NSW on people with complex needs and their experiences as victims of crime. Forum Sentencing Study undertaken by the University of Western Sydney in collaboration with the University of NSW on the process and dynamics of restorative justice. NSW Car Park Guidelines for Crime Prevention Provision of guidelines for use in community car parks to increase safety and reduce theft.

Corrective Services NSW The Corrective Services Ethics Committee (CSEC) was established to provide advice to the Commissioner of Corrective Services on all applications to undertake CSNSW related research. The Commissioner maintains the right to approve or decline the conduct of any research application. Research projects undertaken in 2013–14 are detailed below.

Subject Description The role of support services in reintegrating inmates in The study is being undertaken by Diane Van Den NSW correctional centres Broek, lecturer at Sydney University, as part of a broader research project looking at the significance and effectiveness of organisations that help unemployed and incarcerated women enter or re-enter the Australian labour market. The health needs, pre-release planning and The study is being undertaken by Dr Penelope Abbott experiences of women on release from custody from the University of Western Sydney. The research and their engagement with general practice in will examine the perceived health needs of women the community during the period of transition from custody to the community with a focus on the interface between custodial and community health care and patient - doctor relationship to improve delivery of service. Aboriginal women with mental health issues and/ The study is being undertaken by Professor Eileen or intellectual disability and cognitive impairment Baldry from the University of NSW. It aims to build on accommodated within the criminal justice system an earlier study involving Aboriginal Australians with mental health disorders and cognitive disability and will focus on Aboriginal women within the criminal justice system. Treatment attrition amongst higher risk drug and The study is being undertaken by Jennifer Galouzis, alcohol offenders: Factors predictive of treatment Assistant Director, Corrections Research Evaluation non‑completion and Statistics, to determine whether community offenders who complete the Getting SMART Program differ in their pre-program psychometric, criminogenic and demographic characteristics from those who do not complete the program. The effect of treatment readiness on offenders for The study is being undertaken by Jennifer Galouzis, program completion and recidivism Assistant Director, Corrections Research Evaluation and Statistics, to determine whether measures of treatment readiness affect program entry, program completion and re-offending after adjusting for effects of both static and dynamic factors.

328 Appendixes

Subject Description Retail robbery in Australia: Understanding changes The study is being undertaken by Dr Emmeline Taylor, in motivation, target appraisal and modus operandi Australian National University. It aims to investigate through interviews with convicted robbers and understand retail robbery from the perspective of recently convicted offenders. The findings will be used to assist with the development of operational strategies to reduce the incidence and seriousness of robbery in the retail sector. Validation of data on recidivism of women affected by The study is being undertaken by Kat Armstrong of criminal justice system who have participated in the the Women In Prison Advocacy Network (WIPAN) to mentoring program run by WIPAN either before, during evaluate and validate the outcomes of the WIPAN or after imprisonment mentoring program by cross-checking data of women who have participated in the program with their history of re-offending. 2013 National Blood-borne Virus Survey The survey is being conducted by Professor Tony Butler from the Kirby institute at the University of NSW. The survey seeks to monitor the prevalence of hepatitis C, hepatitis B and HIV among a sample of consecutive prison receptions, collecting risk behaviour information and screening for three sexually transmitted infections. The survey is a follow-on from previous nation-wide correctional surveys, the last of which was undertaken in 2010. Evaluation of the Red Room Company (RRC)’s The evaluation is being conducted by Bailey and Yang Unlocked Program Consultants on behalf of the Red Room Company to determine if the voluntary program can be shown to meet a genuine need for inmates and if measurable outcomes for participants can be identified. A formative assessment of the Intensive Drug and The study is being undertaken by PhD student Michael Alcohol Treatment Program (IDATP) Doyle, University of NSW. It aims to investigate, compare and report on the different alcohol and other drug (AOD) treatment needs (if any) of Aboriginal and non-Aboriginal people in custody in CSNSW. The Intensive Drug and Alcohol Treatment Program (IDATP) represents an opportunity to undertake this research as participants have a history of problematic AOD use. A process evaluation of the Intensive Drug and Alcohol The study is being undertaken by Maria Kevin, Treatment Program (IDATP) in corrective services NSW Research and Evaluation Manager AOD, Corrections Research Evaluation and Statistics Unit. It will evaluate the effectiveness of the IDATP in terms of operational effectiveness. The IDATP incorporates a number of therapeutic interventions to address an inmate’s substance dependence and offending behaviour. BOCSAR will also undertake an outcome evaluation of the program and work in tandem with this study. Collaborating to integrate vocational, social and The study is being undertaken by Dr Rohan Lulham, academic skills within Correction Services Industry University of Technology Sydney (UTS). It is part of programs in NSW a formal agreement with the UTS Designing Out Crime Centre to explore and develop ways in which Corrective Services Industries (CSI) can enhance their work spaces to be more conducive to adult learning. The aim to assist CSI and the Adult Education and Vocational Training Institute (AEVTI) to provide spaces that enable the effective integration of educational components within vocational programs in NSW correctional centres.

329 Appendixes

Juvenile Justice NSW

Subject Description Detainee Behaviour Intervention Framework This project was undertaken by Ann Dadich from the (DBIF) evaluation University of Western Sydney. The first phase of the project aims to understand the organisational context in which the Detainee Behaviour Intervention Framework is implemented. Overall, the entire project will seek to understand the elements of the DBIF that effectively contribute to better management of detainees. Correlates of oral language skills of This project is being conducted by a PhD student with young offenders the University of Sydney. The project aims to examine the association between oral language skills, social cognition and emotional reactivity, and the severity of antisocial and offender behaviour. Investigating recidivism in primary and secondary This project is being conducted by a student from the variants of psychopathy in incarcerated youth University of New South Wales and Dr Eva Kimonis. The study aims to investigate whether the callous unemotional scores and conduct disorder symptoms predict non-violent and violent recidivism post-release. An analysis of supervision skills used by Juvenile Dr Chris Trotter from Monash University is evaluating the Justice workers use of pro-social modelling techniques by Juvenile Justice officers and counsellors during supervision sessions with young people serving community based orders. Effective methods of challenging pro-criminal This project is being conducted by a PhD student with attitudes and behaviour of juvenile offenders Monash University. This project explores the specific skills workers employ in confronting antisocial attitudes in juvenile offenders in the context of a supervision relationship. This research will further explore which styles of challenging are more effective with different client groups. Case Management in NSW Juvenile Justice: This project is being conducted by a PhD student with Client Perspectives Monash University. This research aims to examine and describe clients’ understanding and experiences of case management as it occurs in the juvenile justice system in order to contribute to and improve effective case management theory and practice. Investigating incarcerated and inpatient The purpose of the project is to conduct questionnaires and adolescent beliefs and adherence to interviews among patients to examine adolescent’s beliefs psychotropic medication about psychotropic medication and if these are related to adherence to these medications. Recent research on the determinants of medication adherence has focused on patients’ beliefs or perceptions. Annual Patient Snapshot Survey This is a longitudinal study spanning five years, conducted by Justice Health, in collaboration with Juvenile Justice. The aim of the project is to monitor the satisfaction of Justice Health patients and key socio-demographic and health-related indicators. Intensive Supervision Program (ISP) The project is currently being undertaken by Dr Brian Stout Family Functioning of the University of Western Sydney. The aim of this project is to evaluate the use of Multi-Systemic Therapy in the Intensive Supervision Program (ISP). The research project includes a cost-benefit analysis on the program.

330 Appendixes

Subject Description Intensive Supervision Program (ISP) This project is being undertaken by the Bureau of Crime Statistics and Research. The aim of the study is to determine whether young people who are referred to ISP have lower rates of re-offending than a similar group of young offenders who are supervised in the community in the usual way. Stand as one – SHINE for Kids Mentoring Dr Danielle Tracey from the University of Western Sydney is currently undertaking an evaluation of the effectiveness of the Shine for Kids “Stand as One” mentoring program. The project seeks to understand the experience of young people and mentors involved in the program through the transition from custody to community. Collaborative family work in youth justice: This project is being conducted by Dr Chris Trotter from A model for reducing recidivism in Monash University. The project is evaluating the effects young offenders of collaborative family work (Act Now, Together Strong program) on juvenile offenders and their families. Oral language deficits in young incarcerated This study is being undertaken by Dr Pamela Snow offenders in NSW: Prevalence and response of Monash University. The study aims to describe the to intervention incidence and profile of oral language impairment in incarcerated young people. The study also aims to describe the incidence and profile in two specific groups, that is, incarcerated indigenous young male offenders and incarcerated young female offenders. The stages of psychosis in prison population This study is being undertaken by Associate Professor Kimberlie Dean from the University of NSW. The aim of this project is to establish the prevalence of ultra-high risk, first episode psychosis and established psychosis within the population of incarcerated young people. The study will examine the relationship between different stages of psychosis and offending. Exploring the subjectivities of the transitions This study is being undertaken by a PhD Student at the between offending and desistance University of Western Sydney. The aim of the study is to explore the transitional stage between desistance and offending. The project will explore prospective strategies to sustain desistance within the Australian context. Key pathways into sexual offending The aims of the study are to identify the key pathways into offending for a subset of conduct disorder children and adolescents who sexually offend. Evaluation of the Community Justice Program This study is being undertaken by Ania Wilczynski, NSW Treasury. The project will evaluate process, outcome and cost benefits of the Community Justice Program (CJP). The evaluation will identify if participation in CJP has resulted in lower rates of re-offending, and lower rates of harm to participants and others.

331 Appendixes

Appendix 26: Senior Executives

2014 Band Female Male Band 4 (Secretary) 0 2* Band 3 (Deputy Secretary) 6 6 Band 2 (Executive Director) 12 11 Band 1 (Director) 46 43 64 62 Totals 126

Average Band Range $ remuneration 2014 $ Band 4 (Secretary) 422,501 – 496,867 468,852 Band 3 (Deputy Secretary) 299,751 – 422,500 312,759 Band 2 (Executive Director) 238,301 – 299,750 262,784 Band 1 (Director) 145,421 – 238,300 188,504

1.9 per cent of the Department’s employee related expenditure in 2013–14 was related to Senior Executives (both Senior Officers and Senior Executive Service). This number was based on column 4d of the workforce profile relating to Total Gross Earnings – year to date.

* Please note that for 2013–14, a 4.34 per cent on-cost was applied to Senior Executives and 13.59 per cent for Senior Officer base remuneration packages, which resulted in an extra role moving into the Band 4 (Secretary) category.

At the time of reporting, the Department had not yet implemented the new Senior Executive structure. The above table presents the number of transitional senior executives employed during the year and remuneration levels equivalent to the Senior Executive bands as per instructions in Public Service Commission Circular PSCC 2014–09.

332 Appendixes

Appendix 27: Workforce diversity

The Department of Police and Justice aims to attract, develop and retain people from various Equal Employment Opportunity (EEO) backgrounds to assist the Department better understand and meet the needs of its clients and reflect the community we serve. The Department has and continues to develop and implement a range of equity and diversity strategies.

Statistical information on EEO target groups – Department of Police and Justice Table 1 Trends in the representation of EEO groups1

% of total staff2 Benchmark EEO group or target 2011** 2012*** 2013*** 2014 Women 50 49 50 50 49 Aboriginal people and Torres Strait Islanders 2.63 4.8 4.8 4.9 5.1 People whose first language is not English 19 15.7 15.7 16.1 16.4 People with a disability N/A4 6.2 6.2 6.3 6.6 People with a disability requiring 1.1 (2011) 3.3 2.1 2.1 2.1 work-related adjustment5 1.3 (2012) 1.5 (2013) Table 2 Trends in the distribution of EEO groups6

Distribution index7 Benchmark EEO group or target 2011** 2012 2013 2014 Women 100 98 98 98 99 Aboriginal people and Torres Strait Islanders 100 92 91 91 92 People whose first language is not English 100 96 95 95 95 People with a disability 100 101 99 98 98 People with a disability requiring 100 97 99 97 98 work-related adjustment

Note: Information for the above tables is provided by the Workforce Information Unit, NSW Public Service Commission. * For 2010 the Department of Police and Justice consisted of only Attorney General’s Division and Corrective Services. ** For 2011 onwards, the Department of Police and Justice includes Attorney General’s Division, Corrective Services NSW, Juvenile Justice NSW and the Guardianship Tribunal.

1 Based on staff numbers as at 30 June 2014. 2 Excludes casual staff. 3 Minimum target by 2015. 4 Per cent employment levels are reported but a benchmark level has not been set. 5 Minimum annual incremental target. 6 A distribution index of 100 indicates that the centre of the distribution of the EEO group across salary levels is equivalent to that of other staff. Values less than 100 mean that the EEO group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In some cases the index may be more than 100, indicating that the EEO group is less concentrated at lower salary levels. The distribution index is not calculated where EEO group or non-EEO group numbers are less than 20. 7 Excludes casual staff.

333 Appendixes

Major EEO outcomes during the reporting period 2013–14 accounting for planned outcomes set the previous year. The Department continued to implement a number of initiatives to improve outcomes for EEO groups. Strategies and initiatives are detailed below. Former Attorney General’s Division Implementation of the Aboriginal and Torres Strait Islander Employment Strategy of the former Attorney General’s Division. Achievements include: • two indigenous cadets graduating in 2014 • targeted Aboriginal employment in Court Services, with a number of ongoing and temporary positions filled by Aboriginal applicants • continued success of the Aboriginal School Based Traineeship Program, continuing across the Department with four trainees participating in the program in 2013–14 • successful organisation of a National Aborigines and Islanders Day Observance Committee (NAIDOC) Week event at Parramatta Justice Precinct • representation of the Department on a number of external forums including the Public Service Commission’s Making it our Business reference group • an informal Aboriginal Staff Network supporting employees by providing a communication forum for sharing ideas and information • Norimbah Aboriginal Employment Unit active in a number of promotional activities to attract Aboriginal people to roles within the Department including: -- participation in Aboriginal information days, Indigenous cultural events such as Yabun, Reconciliation Week, the Koori Knockout -- speaking at educational institutions (high schools and universities) about the benefits of working with the Department -- hosting a Parramatta Koori Inter-Agency meeting • continued use of external funding sources such as the Elsa Dixon Aboriginal Employment Program to gain funding support for ongoing Aboriginal employment • delivery of Aboriginal cultural awareness programs. Implementation of the Disability Employment, Development and Retention Strategy of the former Attorney General’s Division. Achievements include: • continued implementation of the Reasonable Adjustments Policy and Reasonable Adjustment Guidelines • employment of students with a disability under the Stepping Into Program at the Crown Solicitor’s Office and in the DiversityServices unit • successful International Day for Disability celebrations at the Parramatta Justice Precinct • continued growth of the Staff with a Disability Network across the whole of the Department • disability awareness training delivered throughout 2013–14 • recruitment of a number of disability targeted roles across the Department including in Victims Services, Court Services and the Office of the Sheriff • partnering with Disability Service Providers to provide job seekers with disability work experience placements.

334 Appendixes

Implementation of a range of initiatives for staff from culturally and linguistically diverse backgrounds. Achievements include: • continued implementation of the Community Language Allowance Scheme • continued growth of the Diversity Network • feedback provided from the Cultural Diversity Network to Human Resources on a range of HR policies and strategies. Implementation of a range of initiatives for women. Achievements include: • International Women’s Day celebrations held in the city and Parramatta. • Training sessions delivered specifically for women including the Springboard Program. Implementation of a range of initiatives for youth. Achievements include: • continued growth of the Youth Network across the Department • networking opportunities with other Youth Networks in the public sector and Parramatta area • targeted mentoring and training opportunities for Youth Network members. The former Attorney General’s Division implemented a range of other EEO initiatives including: • provision of quarterly EEO statistics to business centre managers through workforce profiles • greater analysis of EEO group responses in the exit survey report • continued promotion of the Vacation Care Program • promotion of flexible working arrangements and how these can be utilised by those with carers’ responsibilities. Corrective Services NSW Corrective Services NSW continued to implement initiatives under its Equity and Diversity Plan 2011–2014 to improve employment outcomes for EEO groups including: • delivery of staff Cultural Inclusiveness, Disability Awareness and Aboriginal Cultural Awareness training courses • organising a range of activities and events to celebrate key cultural dates, such as NAIDOC Week, Harmony Day and International Women’s Day • implementation of the Reasonable Adjustments Procedures for Employees with a Disability • implementing the Grievance Resolution Policy and Guidelines and Grievance Resolution Procedure. Corrective Services NSW also launched its new EEO Data Collection e-form in 2013 enabling Corrective Services to: • re-survey all employees to identify changes in status, such as acquired disability and those requiring reasonable adjustments at work • collect EEO information from employees who have previously not submitted forms • capture of new cultural and linguistic diversity information, such as country of birth and second language. Corrective Services continued to implement initiatives under its Aboriginal and Torres Strait Islander Employment and Career Strategy and continued to exceed the 2.6 per cent NSW Public Sector target for the employment of Aboriginal and Torres Strait Islanders.

335 Appendixes

Juvenile Justice Juvenile Justice focused on the overall response rate to EEO staff surveys, highlighting the impact and benefit to staff in providing the information, and will continue to positively reinforce the value of providing EEO information. During 2013–14, Juvenile Justice continued to implement the following policies and programs: • Supervision Policy, Guidelines and Toolkit • Dignity and Respect Policy and Guidelines • EEO Management Plan • Induction Training Assessment Program • Disability Action Plan • Community Language Allowance Scheme • Psychologist Reclassification Committee • Dignity and Respect Policy and Code of Conduct as part of the staff induction program. Juvenile Justice continued to promote the Aboriginal and Torres Strait Islander Recruitment and Retention Strategy 2011–15. The strategy articulates the objectives and actions required by Juvenile Justice to achieve successes in the recruitment, development and retention of Aboriginal and Torres Strait Islander staff. The implementation of the second Juvenile Justice Aboriginal and Torres Strait Islander Mentoring Program has engaged 24 mentors and mentees. The Mentoring program aims to: • provide a structured mentoring experience that results in positive outcomes • engage Aboriginal mentees and facilitate their self-development • engage mentors to encourage and help mentees develop their talents, skills and act on their career aspirations • promote a culture of self-directed work-based learning and leadership. The Juvenile Justice Aboriginal Strategic Advisory Committee provides Aboriginal and Torres Strait Islander staff with the opportunity to provide guidance to the Juvenile Justice Chief Executive on Aboriginal issues. The Committee also helps build a stronger evidence base about what works and how Juvenile Justice services can deliver better outcomes for Aboriginal clients. The implementation of the Juvenile Justice Cultural Respect Training is underway across the state. Juvenile Justice is committed to employees increasing their level of cultural knowledge and awareness in the workplace and using it to inform good practice when working with Aboriginal clients. The Cultural Respect Training allows staff to have better knowledge of the Juvenile Justice Aboriginal and Torres Strait Islander Cultural Respect Framework as it provides a clear focus on the building of cultural competence when dealing with clients and families. To support the face-to-face training, Juvenile Justice has also developed a new e-learning module under the Juvenile Justice e-Policies section within the Juvenile Justice Learning Management System. The annual Juvenile Justice Aboriginal Staff Conference continues to help build a culturally engaged and equipped workforce. The Conference provides opportunities for staff to come together and discuss ways to strengthen the agency’s policies, practices, programs and service delivery to Aboriginal and Torres Strait Islander clients, their families and communities. The 2013 Aboriginal Staff Conference saw 70 Aboriginal and Torres Strait Islander staff attend along with members of the Juvenile Justice Executive Committee.

336 Appendixes

Major planned Equal Employment Opportunity activities for 2014–15 The Department is working towards integrating EEO strategies across all divisions and offices and adopting common initiatives. Strategies that have been identified for development and implementation in the next financial year include: • Equity and Diversity Framework 2013–15 • Embedding equity and diversity strategies in workforce planning and management • Aboriginal Employment Strategy 2013–16 • Disability Strategic Plan 2013–15.

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Index

339 Index

– A – Aboriginal and Torres Strait Islander 49, 52, 53, 88, 102, 334, 335, 336 Aboriginal Drivers Licence Project 25, 29 Aboriginal Family Video Contact Scheme 82 Aboriginal Strategic Advisory Committee 102, 336 About the Department 4 Acmena Juvenile Justice Centre 41, 88 Adult Education and Vocational Training Institute 42, 44, 329 Alternative dispute resolution 103 Anti-Discrimination Board 17, 126, 127, 223, 230, 232, 319, 320 Apprehended Domestic Violence Orders 14, 118 Armidale Courthouse 107, 114, 233 Assaults 12, 77, 84, 327 Asset management 113, 114 Australasian Juvenile Justice Administrators 108, 112

– B – Bail Act 2013 13, 111 Bail Assistance Line 10, 25, 28, 247 Behaviour Intervention Framework 74, 86, 330 Bundian Way Project 10, 52 Bureau of Crime Statistics and Research 15, 21, 39, 50, 57, 95, 108, 109, 223, 248, 327, 331

– C – Centacare 100, 246 Child Protection Co-ordination and Support Unit 80 Children’s Court 69, 89, 90, 105, 223, 309 Cobham Juvenile Justice Centre 41, 87, 88, 114, 316 Community-based orders 64, 65, 68 Community Corrections Officers 63 Community Funding 11, 67, 70, 244, 245 Community Justice Centres 97, 106, 223, 309 Community Offender Support Program 66, 219 Community organisations 56, 106, 240, 317 Community Relations Commission 57, 317, 319 Community Relations Unit 96, 221, 223, 319 Compulsory Drug Treatment Orders 25, 29 Consultants 219, 329

340 Index

Consumer response 221, 227 Consumer response and complaints handling 227 Coroner’s Court 13, 104, 222 Corporate services 113, 114 Correctional centre standards 73, 83 Corrective Services Industries 42, 43, 47, 48, 61, 133, 151, 157, 165, 168, 329 Corrective Services Support Line 225, 226 Court Logistics Unit 89 Court Referral of Eligible Defendants Into Treatment Program 34 Courts and Tribunal Services 15, 18, 104, 116, 219, 243, 316 Courts and Tribunal Services Division 104 Courts Service Centre 92, 94 Crime Prevention and Community Programs 17 Crime Prevention Through Environmental Design 21, 242 Crown Solicitor’s Office 5 , 15, 19, 92, 95, 142, 145, 148, 151, 167, 172, 188, 323, 334 Culturally and linguistically diverse 32, 55, 232, 317, 319, 335

– D – Deaths in Custody Committee 74 Department of Fair Trading 100 Department of Family and Community Services 71, 168, 246, 317 Department structure 15 Designing Out Crime Research Centre 20, 21, 61 De-Tag Offender Program 22 Digital Audio Technology 106 Disability 17, 53, 55, 67, 99, 230, 231, 232, 233, 234, 244, 252, 293, 334, 335, 336, 337 District Court 13, 104, 106, 107, 130, 179, 191, 200, 223, 310 Diversionary programs 10, 25, 30, 109 Diversity Services 17, 97, 99, 230, 231, 317, 318, 319, 320, 334 Domestic Abuse Program 37, 38 Domestic Violence Justice Strategy 14, 117, 118, 119 Drug and Alcohol Treatment Program 11, 36, 50, 73, 81, 329 Drug Court 29, 32, 39, 62, 63, 64, 65, 66, 310, 313

– E – Educational and vocational programs 74, 87 Employee Assistance Program 115, 321 Equal Employment Opportunity 333 EQUIPS 36, 38, 60

341 Index

Escapes from custody 75 Executive team 15, 114 Extended Supervision Orders 63, 64, 65

– F – Families and Friends of Missing Persons: 92, 117, 121 Female offenders 74 Finance 2, 113, 114, 115, 116, 133, 134, 137, 140, 141, 142, 143, 151, 157, 162, 166, 179, 182, 183, 185, 188, 191, 197, 198, 221, 223, 252, 310, 311, 312 financial statements 2 , 133, 134, 137, 138, 139, 140, 151, 152, 153, 159, 162, 164, 165, 171, 194, 200, 213, 307 Former Attorney General’s Division 221, 237, 334 Forum Sentencing 25, 30, 327 Frank Baxter Juvenile Justice Centre 12, 41, 87, 88, 91

– G – Government Information Public Access Act 2009 248 Government Sector Employment Act 2013 14, 95, 115 Graffiti 10 , 17, 20, 21, 22, 242, 310, 313 Guardianship Tribunal 18, 122, 124, 333

– H – Health services 74, 86 Highlights 2013-14 9 Home Detention 63, 65, 66 Homelessness 11, 67, 71, 245, 246, 247 Human resources 113, 115

– I – Industrial Relations Commission 111, 202, 224 Information and communications technology 113, 115 information security 229 Inspector of Custodial Services 14, 73, 110, 126, 127, 313, 314 Intensive Correction Order 66, 304 Intensive Correction Orders 65, 304, 327 Intensive Learning Centres 41, 316 Intensive Supervision Program 49, 110, 327, 330, 331

342 Index

– J – Joined Up Justice 13, 14, 105, 116 Joint Support Program 11, 70, 245, 246, 247 Judicial officers 239 Jury Management System 12, 94, 116, 316 Jury service 94 Justice Audio Visual Link and Court Technology 105 Justice Infrastructure Renewal Program 14, 116, 315 Justice Journey 14, 100, 117, 121 Justice of the Peace 13, 96, 319 Justice Policy and Legal Services 15, 18, 110 Juvenile Justice 12, 13, 15, 18, 21, 22, 28, 38, 40, 41, 49, 50, 52, 53, 58, 68, 69, 70, 71, 72, 73, 74, 83, 86, 87, 88, 89, 90, 91, 98, 100, 102, 105, 106, 108, 112, 114, 115, 120, 121, 127, 151, 153, 166, 227, 230, 231, 237, 238, 245, 246, 247, 303, 307, 314, 316, 321, 325, 330, 333, 336

– K – Kariong Behaviour Management Program 73, 81

– L – Land and Environment Court 106, 107, 200, 202, 221, 224, 230, 232, 311, 317 LawAccess 13, 17, 22, 97, 99, 101, 118, 221, 224, 230, 231, 232, 317, 318, 320 Law Reform Commission 18, 108, 112, 224, 231, 233, 311, 317 Law Week 98, 99 Legal Aid NSW 5, 42, 97, 99, 130, 153, 247 Legal Information Access Centre 99 Legal Profession Admissions Board 221 Legal Profession Management Assessment System 14, 129 LifeLink 14, 123 Life on Track 10, 34, 35, 243 Local Court 32, 34, 93, 99, 104, 106, 200, 223, 311 Long Bay Correctional Complex 49, 66, 74

– M – Magistrates Early Referral Into Treatment Program 34 Mid North Coast Correctional Centre 11, 61 Multi-Court Remote Monitoring 106

343 Index

– N – National Framework of Rights and Services for Victims of Crime 126, 128, 129 National Partnership Agreement on Homelessness 11, 67, 71, 246, 247 Newcastle Justice Precinct 13, 95, 114, 315 NSW 2021 5, 9, 10, 12, 15, 20, 25, 31, 32, 57, 71, 98, 245 NSW Civil and Administrative Tribunal 93 NSW Code of Practice for the Charter of Victims Rights 126, 129 NSW Crime Tool 12, 95, 101 NSW Graffiti Hotline 22 NSW Ombudsman 226 NSW Police Force 5, 12, 28, 80, 88, 91, 99, 105, 118, 119, 121, 153, 173 NSW Police Force Puppy Raising Program 12, 88, 91 NSW Supreme Court 13, 104 NSW Trustee and Guardian 14, 15, 18, 97, 122, 123, 124, 125, 133, 151, 154, 160, 161, 166, 172, 200, 311

– O – Offender assessment 32, 35 Office of the Director of Public Prosecutions 5 , 105, 106, 121, 130 Office of the Legal Services Commissioner 100 , 126, 129, 160, 221, 224, 232, 233 Office of the Professional Standards Council 126 Office of the Sheriff 121 , 222, 225, 234 Official Visitors 73 , 83, 127, 225, 226 Online Registry 12, 93, 94, 248 Open government and access to information 101 Orana Juvenile Justice Centre 41, 88, 89

– P – Pacific Communities 12 , 92, 97 Parramatta Transitional Centre 51, 75 Police and Justice Cluster 5 Preventing Stealing from Vehicles in NSW Strategy 21 Probation Orders 65 Prohibition Orders 80, 309, 313, 314 Public Defenders 14, 100, 126, 130, 225, 312 Public Guardian 18, 97, 122, 124, 151, 154, 161, 172

344 Index

– R – Readiness Programs 37 Recidivism 32, 39, 41, 58, 109, 110, 327, 328, 329, 330, 331 Registry of Births, Deaths and Marriages 14, 17, 89, 100, 106, 114, 122, 123, 125, 141, 144, 160, 161, 172, 185, 198, 222, 225, 248 Reiby Juvenile Justice Centre 40, 50, 87, 88 Remote Witness Room Guidelines 117, 121 Reporting Services Branch 222, 225 Research 15, 17, 20, 21, 23, 39, 50, 57, 59, 61, 95, 108, 109, 118, 120, 223, 240, 247, 248, 252, 327, 328, 329, 331 Restorative justice 117, 120 Risk management 194, 302 Riverina Juvenile Justice Centre 40, 88, 89, 114, 316 Roads and Maritime Services 100, 168

– S – Safe Design Home 10, 23 Safer Community Compacts and funding program 20, 23 Sentencing Council 108, 112, 224, 233, 317 Service NSW 14, 100, 116, 123, 130, 222 Sex offender programs 32, 39 State Parole Authority Parole 63 Supreme Court 13, 94, 104, 106, 107, 112, 200, 202, 222, 225, 239, 248, 312 Sustainability 237

– T – TAFENSW 42, 43 The Commissioner of Victims Rights 126

– V – Victims Registers 117, 120 Victims Services 13, 17, 97, 100, 119, 120, 121, 128, 129, 195, 219, 222, 225, 232, 243, 317, 334 Victims Support Scheme 14, 117, 119, 201, 222 Videoconferencing 73, 106 Visitor Information Volunteer Scheme 12, 73, 82

345 Index

– W – Waratah Pre-Release Unit 40, 50 Wentworth Forensic Clinic Partnership 67 Work and Development Orders 11, 29, 49 Workforce Profile 236

– Y – Youth Justice Conferences 25, 26, 110, 327 Youth on Track 10, 20, 21, 243

346 Index

Department of Justice Head Office Justice Precinct Offices 160 Marsden Street Parramatta NSW 2150

Postal address Locked Bag 5111 Parramatta NSW 2124 Telephone 02 8688 7777 Facsimile 02 8688 7980 TTY 02 8688 7733 Website: www.lawlink.nsw.gov.au

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Translation and Interpreter Service If you need an interpreter ring 131 450 and ask the operator to ring 02 8688 7777 Hours of operation 9.00am–5.00pm Monday to Friday

Note: after hours and 24-hour phone services may be offered by individual business centres and justice services.

Copyright: © State of New South Wales through the Department of Justice, NSW, Australia, 2014. You may copy, distribute, display, download and otherwise freely deal with this work for any purpose, provided that you attribute the Department as the owner. However, you must obtain permission from the Department if you wish to (a) charge others for access to the work (other than at cost), (b) include the work in advertising or a product for sale, or (c) modify the work.

Disclaimer: This document has been prepared by the Department of Justice for general information purposes. While every care has been taken in relation to its accuracy, no warranty is given or implied. Further, recipients should obtain their own independent advice before making any decision that relies on this information.

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